Meet the transformation CIOs, currently leading their businesses into the digital future.
Explore their most important initiatives, leadership goals, and how they see their roles evolving in the near future.
This time, in CIO Insights, we feature Claus Thomsen, CIO & Senior Vice President.
I believe in teams
Claus Thomsen, CIO and Senior Vice President, has transformed Lundbeck’s IT function. He’s not just bringing IT out of the shadows and into the boardroom; his focus is on empowering the people who make it all happen.
A landscape of digital information islands at Lundbeck, created over the years through the implementation of standalone applications, made CIO and SVP Claus Thomsen realize that he had to do something different. Otherwise, the next steps in a data-driven world could lead to even greater fragmentation of information and a further loss of knowledge. Recognizing the limitations of a fragmented digital landscape, Claus Thomsen took a bold step: He spearheaded a central, scalable digital initiative to drive future digitalization at Lundbeck. This effort went beyond technology; it became the catalyst for a strategic IT transformation, turning Global IT from mere order-takers into strategic enablers.
“Getting there won’t be easy, as the IT landscape has evolved rapidly. We’ve transitioned from traditional IT infrastructure and operations to a surge of new business applications and digital platforms, fully embracing digitalization and AI. This gives our team a solid foundation to build on, allowing us to finally unite all these elements into impactful business projects,” he explains about the central digital effort, which is primarily focused on building data and AI products.
Our digitalization journey thrives on collaboration and scalability
The full potential of AI is still unknown, but having a reliable data foundation is crucial. “Our scalable data platform is a game-changer as we explore AI’s capabilities at Lundbeck. At the intersection of human and artificial intelligence, some fear this new technology, while others see it as a path to enhanced intelligence. Lundbeck is in the latter group, fostering an environment where ideas can thrive. However, this brings a new challenge: selecting the best digital opportunities that address our most pressing business problems.”
“It’s a mindset shift for everyone at Lundbeck”
For Claus, the primary focus right now is to find out how to effectively leverage AI within Lundbeck. He identifies several interesting challenges in this process, “AI is excellent at generating quick wins—small efficiencies that save a bit of money here and there. However, that’s just the beginning. The real challenge lies in unlocking AI’s potential for transformative change. How can we harness AI to achieve significant gains that truly strengthen our business?”
Lundbeck understands the importance of establishing a robust AI foundation to realize this transformative potential. Everyone needs to be on board with the AI journey, although not everyone will participate in large-scale transformation initiatives. This is why they approach AI on three levels—Foundation, Grow, and Transform—each offering distinct opportunities. This structured approach allows Lundbeck to tailor their strategy and governance to the specific landscape of opportunities. Lundbeck’s vision is to leverage AI across the entire value chain—from molecule to patient.
“With AI, we aim to advance our pipeline, create new treatments, personalize care, and free up time to focus on our core strengths. AI is a key enabler in our new Focused Innovator strategy. We need to create a language that inspires employees about the possibilities of AI, rather than focusing on limitations like patents and legal concerns, while ensuring we implement it responsibly. That’s why we’ve created our AI manifesto, which explains our stance on AI, our ambitions, and our expectations of employees. This AI transformation is about more than just technology; it’s a fundamental mindset shift for everyone at Lundbeck.”
It’s all about collaboration
It has also been a journey for Claus in his role as CIO,
“It’s incredibly exciting to be part of a team that redefines what IT can achieve in a company like ours today. Gone are the days of IT being stereotyped as the “basement dwellers.” Now, Global IT is a driving force in every business development decision – a truly exciting transformation. In a business like ours, with four major areas: Commercial, R&D, Production, Finance and Corporate Functions, Global IT has the unique opportunity to connect all of them. What I realized is that these areas don’t always communicate effectively with each other, and this gave us an incredible opportunity to facilitate teamwork across the organization. It’s not just about IT; it’s about bridging common business challenges and empowering teams to work better together. This transformation didn’t happen overnight; it started with informal efforts, and then we added just enough governance to support it without stifling it. The key is helping everyone see that collaboration makes everything better. It’s all about the power of teams.”
But as the role for Global IT has evolved, Claus also had to reassemble the competencies in the department,
“At Lundbeck, the CIO role is about building a business-focused, not just technical, mindset. I firmly believe that diverse perspectives lead to better solutions, and the key to success lies in empowering teams to thrive together.”
I have learned that not everybody comes on board the same way
But Claus has realized that diversity also comes with new expectations,
“My background in team sports has heavily influenced my leadership style. In sports, each player brings unique skills, and success depends on everyone working together toward a common goal. This approach worked well in IT, and I’ve carried it forward as our team has grown more diverse and our challenges have become more complex. Now, my focus is on fostering flexibility and collaboration, enabling everyone to play to their strengths while balancing personal commitments. Unlike before, I now understand that not everyone will engage in the same way or at the same pace. It used to be important to me that everyone attended every team event or social gathering, but I’ve come to appreciate that people need different amounts of time to feel part of the community. Greater flexibility also means we aren’t always together at the same time, so we have to rethink how we build our sense of community.”
Nevertheless, it is still all about the team when Claus talks about what inspires him the most,
“The people I lead. I’ve had some great experiences as a leader, such as when my first graduate, Signe Jensen, became part of Berlingske’s “Talent 100” list. It’s immensely satisfying to watch her and other young people succeed here with us, doing things their way. I am very inspired by the young people joining my team – they are so skilled and talented. The work must be meaningful to them, and at Lundbeck, we’re fortunate because our purpose resonates with them. However, their expectations are also higher; they want work that is both challenging and meaningful, and they look for opportunities to grow and develop quickly. This calls for a new approach to leadership and continuous development.”
The joy of growing others has grown on me for some years now
He explains that his admiration includes his entire team, and he takes great pleasure in their success,
“For me, success is never a solo effort. My speech impediment early in life taught me to uplift others and celebrate their achievements. Today, seeing my team members thrive brings me immense joy. This leadership philosophy of focusing on collective success has served me well.”
“Together, we shape the future of digital transformation.”
Looking ahead, Claus is eager to help bridge the mindset gap that he sees in some companies by taking on new roles, contributing to shaping the future of digital transformation and leadership.
“Today, digitalization and AI are high on the Executive Management agenda at Lundbeck. The rise of digital technologies has made it essential to integrate them into every aspect of corporate strategy, and it’s exciting to see this shift happening. Executive Management is fully engaged in exploring the potential of AI, making it a core component of how we innovate and grow. This proactive focus demonstrates how even traditional industries like pharmaceuticals are embracing the digital future and leveraging technology to drive meaningful change.”
As Claus considers dedicating some of his time to serving on a few boards to support this journey, he remains selective about how he spends his time networking.
“The networking space can become overwhelming, and it’s easy to feel obligated to attend everything. While building connections is important, I choose them carefully. That’s why the IT Transformation Board stood out to me. The members are impressive, and the knowledge sharing has been incredibly valuable. The board’s longevity has also allowed us to build a strong level of trust, enabling open and honest discussions about our work, challenges, and future directions.”
The traditional CIO role might not be needed at all
In terms of the future for CIOs and the role of IT departments, a question is rumbling in Claus’s head,
“I ask myself whether the IT departments in companies will exist at all in ten to fifteen years. Every CIO should be actively exploring future possibilities. In the next decade or so, I believe we’ll see a significant evolution. Personally, I think we’ll move towards a more distributed model with some elements sourced externally and others structured in entirely new ways. There’s a strong possibility that business development processes will take a more central role, seamlessly integrating technology across the organization. The traditional CIO role might transform into something entirely different or might not be needed at all.”
The CIO Transformation Board
In the Danish ICT Industry Association (IT-Branchen), we have the CIO Transformation Board, which brings together the most visionary CIOs from Denmark’s large and medium-sized companies. These are CIOs from businesses where digitalization is a strategic part of the business — but where there is also a desire to do more than just digitalize.
We aim not only to highlight Denmark’s most talented CIOs and share experiences and best practices across industries, but also to set the agenda in the media and with politicians regarding Denmark’s and the business sector’s digital future.
The CIO Transformation Board is created for those who also want to help find the new balance between people and technology. For those who have a stance and want to help influence our green transition, address the skills shortage, and strengthen growth in Denmark.
