Five years ago, when Erik Kaland, COO of Storebrand Asset Management, joined the firm, he inherited a problem. Norway’s largest investment manager was laboring under decades’ worth of built-up issues—structural inefficiencies; manual processes; custom-built technologies and fragmented systems architectures all combined to create a costly, ineffective technology base at the business.

Worse, some of the employees who had put this in place, or developed the platforms in the first place, had left