What we do

We offer a modern strategic management method especially adapted for public organizations in the Nordic region. In this way, we create the opportunity for overview and priorities in a changing world when resources are limited.

We work systematically based on a process where the aim is to persuade management and the board to find the "right" strategic level to be able to exercise governance. We do this in the following subsections.

Our role is to facilitate the change and to achieve a better and more conscious management in the organization. Our purpose is to educate you and create an understanding of governance in the long term, rather than relying on individual consultants to drive the governance processes.

Our methodology is based on our own composition of various accepted methods that we have worked with and refined over the years.
 
We use proprietary methodology and components from:

• Target and result management with effect chains

• Balanced Scorecard

• Value Chain Analysis

• Blue Ocean Strategy & Shift

• OKR
  

Current state

Initially, we collect data on what the current situation in the organization looks like. We inventory the strategic goals that exist both in the organization and set by its stakeholders. We value the positions taken based on their strategic importance and build a picture of what the whole looks like.

Together with representatives of the board or management, we then sort the material and make an initial overview.

The purpose of this step is to make use of the information and decisions that are already in place today. It is rarely primarily about producing new material, as it is better to start from what exists and which the organization already knows.

Insights

Once we have created a structure for the available material, we present our insights. We create a battery of questions to find the strategic change needs and ensure that these are rooted in reality, not just assumptions.

Depending on the scope of the assignment, we often use several levels within the organization to create a perspective on the challenges specified. We hold individual interviews, workshops and other fact-gathering methods. In doing so, we also create understanding and anchoring throughout the organization and with everyone involved.

This provides a good picture of the possibilities and room for action that exist.

The purpose of this step is to clarify which of the problems and challenges are of a strategic nature, at the same time as we create insight and understanding of the need for change and that we must clarify the direction forward in the governance that is exercised.

Direction

With structured material and valuable insight into challenges and problems from people inside and outside the organization, we can distinguish what is strategically important for the board and management to focus on.

We use our own methodology to illustrate the dimensions of change and visualize what the logic looks like for the control as a whole in the situation we wish to be in.

We establish strategic indicators and ensure that the change projects that need to be linked to the ambitions are well anchored.

The purpose of this step is to create an overall picture of how governance and our ambitions are connected, as well as to ensure that governance can take place at the right level and in the right sequence.

Review

With a strategic and systematic management process in place, there are good opportunities to follow the strategic direction. This means that we regularly follow the results and track whether the desired change is achieved, or whether further adjustments are required.

The board and management get an overview of how governance provides the conditions for lower levels in the organization to plan their operations in line with the overall guidelines to ensure that the entire organization pulls in the same direction. In this way, management also gets the opportunity to better channel support and resources to the areas with the greatest need and potential.

We assist throughout the process by facilitating and training in methodology. A central part, however, is that the board and management themselves take ownership of the products and understand why it is important to find a strategic system in the work.