Published
Author
In my role as an adviser and analyst, I have had the opportunity to follow and monitor IFS since the late 1990s. At that time, it was still a fairly young and lively company even though it had already existed for about 15 years. Within the industry, it was often said back then that "the old" worked at IBS, the "senior" at Intentia, and the "young" at IFS. It was a phrase said with a twinkle in the eye but still based on how these three companies were perceived and compared at that time. IFS always stood out as very young and innovative with a great interest in "trying new things." Even though not everything new presented met the standard, it was the innovative drive that characterised the culture of the company.
Jumping forward almost 30 years, I can confirm that IFS is still innovative and demonstrates a strong willingness to develop. At the same time, IFS today is a completely different company carrying a somewhat heavier backpack than it did 30 years ago. The company has long since left the small and local scene and stepped out into the world and is now considered one of the leading providers of business systems at a global level. And there are product areas where IFS is without a doubt the leading supplier.
I participated yesterday in IFS Connect and received an update on the latest news and learned how IFS is trying to describe its journey forward – in terms of product development. Naturally, much of it was about AI, although IFS simultaneously emphasises maintaining full focus on its core processes in, among other areas, projects, service, maintenance and facilities and continuously invests to deepen its capabilities in these areas. And it does so in a trustworthy manner.
Regarding AI, IFS was not quick out of the starting blocks but is now investing heavily (like all other vendors) to both catch up with the market and embed AI as a fully integrated part of its product portfolio. And 'product portfolio' is an accurate description since IFS today actively complements its capabilities with acquisitions.
Some examples that can be mentioned are: Astea, Axios, Ultimo, Poka, Copperleaf, TheLoops, 7Bridges and most recently Softeon. The acquisitions are motivated by the desire to continue strengthening its role as a leader within specific product areas – in service, projects, maintenance and facilities, but also in AI with capabilities specifically targeted at these segments.
The strategy with acquisitions is common and normal for the leading vendors, as it is difficult to have both the capacity and expertise to constantly develop new technology and new functional capabilities. The downside is that not all acquisitions always blend into a harmonious whole.
It is easy for the vendor to end up in a situation where all "products" create confusion among customers and where it is difficult to understand what really belongs to the core product and what belongs to the acquired products. A little of this feeling appeared yesterday when IFS alternately talks about IFS and AI but at the same time mixes in the brands that exist in the family – Loops, Poka, Copperleaf and Softeon.
All these applications are impressive and have an independent history, but it is less clear which parts can actually be integrated for an individual customer. There is a need here for clearer structure and guidance.
All of these applications are impressive and have an independent history, but it is less clear which parts can actually be integrated for an individual customer. There is a need here for clearer structure and guidance.
That said, through its acquisitions, IFS has still been able to maintain the pace in its development also within AI and can already today present concrete examples of how AI can be applied – both as embedded AI, AI agents in selected processes, and in the form of general AI tools and AI studios where customers, themselves or together with partners, can build their own AI applications.
IFS can still be regarded as an innovative supplier with the will and ability to dare to try new things and invest in new technology. At the same time, it is more difficult today, compared to many years ago, to quickly change direction when technological shifts knock on the door. IFS also carries a history of technology choices that need to be managed as the solution becomes increasingly cloud-based. For long-term customers, the journey can be experienced as challenging as the previous culture of the small and local has been toned down in favour of more commercial control – a natural consequence of global expansion and an investor-based ownership structure.
In summary, I can conclude that IFS stands on solid ground and continues to strengthen its leading role within specific industries and product areas. The pace of development remains high, and IFS works, as in previous years, closely with a selection of proactive and forward-looking customers. This close interaction strongly contributes to the continued development and to IFS's ambition to grow further within its selected industries.
