From efficiency programme to forward-looking organisation

The objectives were defined at three levels: overarching organisational goals, the values and behaviours the group wanted to see, and goals for each workstream. They included communication across departments, customer focus and the ability to pick up on change early. Defined observation points were meant to help assess how the programme was progressing.

transformis designed and guided the process in the third mode. Subject matter, social dynamics and timing were considered together. Process architectures were developed for the group and for individual workstreams and adjusted as the work progressed. Leadership retreats, cross-departmental feedback formats and new decision-making routines were part of this work.

Leadership updates and departmental events made results and next steps visible to everyone. Joint working formats also brought in the views of people outside the core and working teams. Events on group-wide future topics combined expert feedback with training managers to facilitate such working sessions themselves.

Management decided to continue the programme through the pandemic. In-person events moved to digital formats so that participation and transparency could be maintained under the new conditions. The report describes this switch as a joint task for the group and the external consultants.

In 2023, reviews examined the goals, progress and open issues of individual workstreams. Responsibility for content stayed with the line departments. Corporate development took on methodological expertise and process responsibility, working with the external consultants where needed. This set up further strategy and organisational work as an ongoing task.

Where are questions about the future dealt with across departmental boundaries, who decides on them, and how is experience from implementation fed back? The case offers pointers for reviewing these responsibilities and ways of working in your own company.

• Leadership, feedback and decision formats introduced at group and topic level.
• The programme continued with digital participation formats during the pandemic.
• Reviews documented in 2023 and a clearer division of roles between line management and corporate development.

This account reflects the documented position up to 2023. The report mentions further development tasks and a follow-up process planned for 2024; we do not present that process as completed here. The description contains no independently measured economic impact.