PROJECT REFERENCES

Alpiq Holding Ltd.
Switzerland

Project content:  Scenario Development, Strategy Development and Organisational Change
Time period:         2011 – 2013
 
Client challenge:     
The traditionally vertically integrated generation business in full control of the value chain, and a business logic based on long-term thinking, lost that control and is forced to operate in a dramatically different competitive landscape, including a progressive penetration of dispersed renewables throughout networks, and associated impacts in spot-market mechanisms and short-term profit maximising conditions. Alpiq’s traditional core business will have to adapt, but it will have to adapt slowly. Continuous improvement of the core business will still not be enough in order for Alpiq to secure a long-term future in this market.  The company has to reposition and transform some of its business and identify new opportunities to replace or compliment the traditional core. 
 
Our approach:          
  • Scenario Development & Strategy Development
    • Design and facilitate the process
    • Plan and run interviews, meetings and a number of workshops
    • Secure the development of strategic options
    • Assess the impact of the strategic options
    • Edit the final Strategy 2020 document to be presented November 7
  • Develop new Vision and Mission
  • Communication
  • Current State Analysis
  • Journey Management
 
Key achievements:
  • Scenarios are identified and described
  • Current and state analysis established
  • Vision, Mission and Strategy developed and approved
  • Involvement of more than 60 people from upper and mid level management, including Executive Board and Board of Directors

Nordnet AB
Sweden, Norway, Denmark, Finland

Project content:  Leadership Development & Employee Development
Time period:          2013 – 2015
 
Client challenge:                     
  • An identified need to establish a “common ground” for the leadership practice
  • A desire to develop a set of Leadership Principles and Employeeship Principles
  • A wish to involve the senior management team, the next level of leaders in the organisation as well as all the employees in the process
 
Our approach:
  • Developing and running a team- and leadership development program for the senior management team
  • Developing and running a leadership development program for the next two levels of leader and thus engaging the entire leadership force in a coordinated development process across the region
  • Working with local teams across leadership hierarchies throughout the entire organisation
 
Key achievements:
  • Organisational development and learning – on an individual level and on a collective level
  • Increased relational cooperation abilities and quality – between the leaders on different levels
  • Increased value-added contributions to the organisation
  • Expanded minds through strategic and tactical thinking
  • Clarified mutual expectations between employees and his or her immediate leader
  • Develop personal leadership skills on all level
  • Identified Key Influencing Factors for value creation at work
  • Developed Leadership Principles and employeeship Principles

Apply Sørco AS
Norway

Project content:  Organisational Change and Leadership Development
Time period:          2011 – 2013
 
Client challenge:                     
  • Continuous growth over the last 5 years
  • Organisational development had fallen short
  • Key people tired
  • Inclusion of complete EPCIC division in a predominant engineering environment
  • Shortage of resources in a tight market
 
Our approach:
  • Development of key business processes and organisational structure
  • Development of all major processes linked to resource steering
  • Leadership development at multiple levels
  • Identification of Corporate values + implementation and roll-out
 
Key achievements:
  • New structure developed and implemented
  • Corporate values identified and rolled out
  • Developed and improved key business processes