Martin Grunder “Everyone can impact BSI.”
What fascinated him about Nelson Mandela was his humility and determination. What excites him about football are tactics and team spirit. Martin Grunder has contributed all four of these characteristics to BSI for nearly 15 years. A schoolmate brought him to the team back then. He has remained till today, and also wants to contribute to BSI in the future.
- Graduated as a computer scientist from FHNW
- Lives in Lenzburg
- Most important smart phone app: SwissQuote on good days
- Daily ritual: Get up – eat – sleep. It is unbelievable that I have stuck to it all these years.
- His biggest mistake: the first cigarette
- Wants to: experience excellent English football live on Boxing Day (26.12.)
Martin, you have worked at BSI for about 15 years. What project are you busy with at the moment?
I work as a developer in the PostFinance team for BAP (Beraterarbeitsplatz = advisor workstation). We are currently migrating the advisor workstation to Indigo and, at the same time, are busy with the PostFinance transition for the CBT Core Banking Transformation. The project scope is large and the interdependencies are very complex. The processes must be continuous and contain many dependencies to peripheral systems. This interplay with the peripheral systems and the large data volumes will most likely challenge us with several tricky tasks.
Where do you see BSI as a whole?
We are still among the small players in the market, but play with the league giants. This is only possi-ble because we demand constant improvement from ourselves. If we weren’t humble, we might very well rest on our laurels. That would naturally be fatal for our product, for us as BSI and for our customers.
BSI employees complete a set of internal courses. You made an interesting presentation at one of these courses. What was the topic?
It was our power speech course and I was one of the experienced participants there. The central message was that each one of us can significantly impact the company and that no one is just a number. It makes no difference how long you have been with the company. Everyone has the possibility to contribute something to BSI. Another essential point here is change. What is good today may not necessarily still be good tomorrow. Our company is not a rigid structure. And if someone at BSI sees that a procedure, process or anything else is not good, then he or she always has the option of changing it.
How does such a change take place?
It is really quite easy and functions best when you take a direct approach. I always consider who is affected, who has the most experience with the issue and then speak to that person directly. We ultimately usually end up being two or three people who decide which way is best. We do not follow any hierarchies, which enables us to make objective decisions. No one needs to be afraid of undermining the authority of their superiors.
What were the greatest changes for you and your work in recent years?
There are plenty more BSI friends today. The technological possibilities have increased remarkably in recent years. Our customers’ requirements have correspondingly followed suit. When I started at BSI, a simple desktop CRM with contacts, companies and tasks was enough. Today our software has guided business processes, covers requirements from marketing and call centers, links to social media, runs on smart phones, tablets, desktops and so on. These days, the market demands far more individual solutions from a standard product. We have gathered a great deal of experience ourselves with our products. It used to be that customers explained to us what our software was missing. Today we are able to show them what added value they can generate with BSI as a partner.