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The challenge
A group that digitized early... and everywhere
Seder Group is a leading Saudi trading and contracting organization with a workforce of 28,000, operating across some of the most demanding project environments in the Kingdom. Long before "digital transformation" became a boardroom mandate, Seder's teams were already living it in practice. Over five years, departments across the group (finance, business development, project management, recruitment, and operations) built their own digital workflows on board-based work management tools, translating everything from invoices and approvals to checklists and project tasks into shared digital spaces.
That grassroots energy produced something valuable: an organization where digital ways of working were not imposed from above but embraced from within. Hundreds of boards, built by the people who used them, capturing half a decade of institutional activity.
The strategic question that comes with scale
For an enterprise of Seder Group's size, that success naturally raised a bigger question. Each department had digitized its own corner of the business brilliantly, but the group's leadership was looking further ahead. What would it take to see the entire organization in one view? To give every process a single, coherent home rather than a constellation of boards? To make knowledge belong to the institution (to teams and roles) so it would keep compounding as people grew into new positions? And to do all of it on a foundation engineered to scale with the group's ambitions?
This was not a problem to patch. It was an architecture to design. Seder Group made the decision accordingly: rather than adding another tool to the landscape, the group selected Workiom as the single platform for its enterprise-wide digital transformation, adopted across departments.
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