Municipality unit

Swedish municipality.

A unit with approximately 2 500 employees in one of Sweden’s largest municipalities.

Pressured operations with ineffective ways of working.

The municipality was in a situation with strong growth and immigration flows which put pressure on schools, social services an the healthcare. There were difficulties in recruiting qualified personnel which lead to inefficiency. The municipality had been inspired by Lean to improve quality, reduce waste and create more effective ways of working. However, behaviors and inability to co-operate among departments and managers had limited the effects of the Lean efforts and were hindering optimal use of resources.

Focus on doing existing things even better.

Influence was hired to improve the administration unit’s collective intelligence and create more efficient operations. A development program was designed to strengthen governance, management teams and managers’ collective intelligence and leadership with the purpose of creating a shared view and better collaboration between different parts of the organization. The program lasted six months and comprised four training days per manager.

Improved understanding of Lean, reinforced culture and increased collaboration.

The experience based learning process led to many insights into group dynamics and how leadership influences team performance. The presence and commitment that all managers demonstrated during the training sessions made an important contribution to the very successful result. Many participants felt that “we are not good enough – something has to be done in order to achieve our mission”, which became a shared burning platform for change. This in turn led to all the groups coming up with clear action plans for more efficient day-to-day work.

Today all management teams of the municipality are making higher quality decisions and are collaborating more and better both within and between internal units and with the outside world. The organization has improved the ways of working and process flows as well as strengthened the internal culture. As a bonus, job satisfaction increased, as did the sense of being able to exert an influence.

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Be less curious about people and more curious about ideas.

– Marie Curie

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