Could your team push to become higher performing?
Swedish management consulting company powered by Collective Intelligence.
Hire usSwedish management consulting company powered by Collective Intelligence
We believe management consultancy creates sustainable business value when change is driven by individuals, groups and organizations who have a sharpened ability to share and integrate knowledge.
Bold cultural and tech changes bring rewards
Culture combined with technology enables improved knowledge integration, speeds up decision making and increases commitment.
“Today’s digital environment demands greater performance and creates new landscapes. We must go beyond technology and embrace cultural change to leverage the opportunities”
Erik Högman
A REFLECTION: The digital era is loaded with opportunities to exploit and demands to navigate. New commercial landscapes constantly emerge and success follows the brave who go beyond technology to boost collaboration.
High functioning teams stand out in the crowd
Say goodbye to dysfunctional teams. Our research-based model helps teams to increase their potential and use knowledge integration with high-impact.
“Happy and efficient teams are collectively intelligent! Each team member works smarter, is focused on the same goal and encourages others to achieve more.”
Madelen Porserud
A REFLECTION: When Collective Intelligence is used at full-tilt, the rewards are boundless. People are happier, work smarter and positive energy propels change and growth. The social potential is limitless.
Boosting team performance by embracing diversity
Adding resources alone will not reduce stress in organizations
Quick insight: Effective meetings
Theory: Meetings require an investment in time, money and engagement. The next time you want to schedule a meeting, should you really do it?
Behavior Patterns: Many of us schedule meetings out of habit as it has been considered a safe way for spreading information and solving problems.
Clinic CICS method: Independent from your intentions, pause and think before you set up a physical meeting: - How much available time do all the stakeholders have? - How crucial is reading body language and facial expressions? - How urgent is your need for responses? Given other possibilities available, is scheduling a meeting the most appropriate way forward?
Quick insight: Effective meetings
Reflection: When increased numbers of employees start to think about these questions, more of their time should be made available for other tasks and information become less individually exclusive. Meetings that still are being schedule should see less number of participants and those present experience higher meeting efficiency.
Quick case: Next generation workplace
Problem: Scattered knowledge, outdated hardware and incompatible systems
Solution: Enabled a strategic foundation for a next generation workplace
Result: View of capabilities and a long-term plan, vision and business case support
Quick case: Next generation workplace
Reflection: We needed all key stakeholders to buy-in to the new approach. Factoring this in from the beginning meant we went on the journey together for a smooth delivery.
Improved administration practices and job satisfaction
Quick insight: Effective meetings
Theory: Meetings require an investment in time, money and engagement. The next time you want to schedule a meeting, should you really do it?
Behavior Patterns: Many of us schedule meetings out of habit as it has been considered a safe way for spreading information and solving problems.
Clinic CICS method: Independent from your intentions, pause and think before you set up a physical meeting: - How much available time do all the stakeholders have? - How crucial is reading body language and facial expressions? - How urgent is your need for responses? Given other possibilities available, is scheduling a meeting the most appropriate way forward?
Quick insight: Effective meetings
Reflection: When increased numbers of employees start to think about these questions, more of their time should be made available for other tasks and information become less individually exclusive. Meetings that still are being schedule should see less number of participants and those present experience higher meeting efficiency.
Quick case: Next generation workplace
Problem: Scattered knowledge, outdated hardware and incompatible systems
Solution: Enabled a strategic foundation for a next generation workplace
Result: View of capabilities and a long-term plan, vision and business case support
Quick case: Next generation workplace
Reflection: We needed all key stakeholders to buy-in to the new approach. Factoring this in from the beginning meant we went on the journey together for a smooth delivery.
Together, organizations and teams innovate
Inflexibility stagnates growth, but poor control erodes value. Innovation thrives when intelligent action occurs between interlinked groups.
“The innovation process puts pressure on team and organizational ecosystems, but with Collective Intelligence, behaviors can leverage reflection and inform tangible outcomes.”
Pierre Jarméus
A REFLECTION: Innovating is a difficult and sometimes chaotic endeavor helped by developing true teamwork. However, just as important is how the organization continuously learns and enables innovation success.
No one dares to share in your partner innovation team?!
Towards collective macro intelligence
Quick case: Innovation
Problem: Unable to build on the potential of internal buzz about innovation
Solution: Created a strategy and established an internal innovation lab
Result: A systemic and modern framework to support and push innovation
Quick case: Innovation
Reflection: The desire to innovate needs to be supported by a structure that gives people a way to set innovation against creating value
Quick case: Innovation
Problem: Unable to build on the potential of internal buzz about innovation
Solution: Created a strategy and established an internal innovation lab
Result: A systemic and modern framework to support and push innovation
Quick case: Innovation
Reflection: The desire to innovate needs to be supported by a structure that gives people a way to set innovation against creating value
Manage the unpredictable
Project failure rates are often high and costly. This is commonly handled with more structure. Instead, increasing teams task understanding and collaboration skills will ensure execution when things don’t go as planned.
“Successful execution is more than following a plan. It is delivering value through great teams. Dynamic collaboration reduces the need for more structure.”
August Maniette
A REFLECTION: Project management is more than delivering on time, budget and scope. It is leveraging team core competencies so people have a shared purpose and dare to think outside the box with open and honest dialogue.
Helping specialists leverage core competencies
Quick case: Turnaround project
Problem: Key supplier project deadline looming with a risk of a penalty fee
Solution: Streamlined project road map, meeting key milestones and outcomes
Result: Met deadline and migrated 100,000+ users to next-gen PC platform
Quick case: Turnaround project
Reflection: By streamlining the project team and redundant work tasks on the plan, collaboration and output improved so each milestone was on time and on budget.
Quick case: Nordea Finance
Problem: Systematic project delays for major market improving product
Solution: New structure and energy for project organization and leadership
Result: Delivered on time without disruption to business or customers
Quick case: Nordea Finance
Reflection: Strong leadership created clarity and trust in key groups to steer, report on and make project decisions. Core project team culture change led success
High project failure rates reduced by improving group dynamics
Turned around Connecta's culture for business success
Fewer meetings and better business performance
Quick case: Next generation customer experience
Problem: Internal process and user experience poor due to failing IT
Solution: Improved project and stakeholder groups management
Result: Improved Sales and marketing working practices boosted by new CRM
Quick case: Next generation customer experience
Reflection: Setting common goals and building good relationships between all stakeholders drove the success and instilled a future collaborative working approach
Quick case: Turnaround project
Problem: Key supplier project deadline looming with a risk of a penalty fee
Solution: Streamlined project road map, meeting key milestones and outcomes
Result: Met deadline and migrated 100,000+ users to next-gen PC platform
Quick case: Turnaround project
Reflection: By streamlining the project team and redundant work tasks on the plan, collaboration and output improved so each milestone was on time and on budget.
Quick case: Nordea Finance
Problem: Systematic project delays for major market improving product
Solution: New structure and energy for project organization and leadership
Result: Delivered on time without disruption to business or customers
Quick case: Nordea Finance
Reflection: Strong leadership created clarity and trust in key groups to steer, report on and make project decisions. Core project team culture change led success
Culture defines success
Culture is all employees' choices and actions, it is not soft and fluffy. It enables change and drives the vast majority of business KPIs
“Knowledge of Collective Intelligence provides individuals and businesses with powerful tools to develop a sustainable, reflective, high preforming culture.”
Sanna Feldt
A REFLECTION: Trust is the magic key to a Collective Intelligent culture where co-workers have faith in their own and others’ knowledge and can unleash this potential to sustain high performance within teams.
Research proves superiority of trust-based governance
Quick case: Structure and culture changes
Problem: Poorly established and communicated goals and working methods
Solution: Employees trained to self-lead and collaborate with new approaches
Result: Insight on KPIs, their role and impact improved the margin
Quick case: Structure and culture changes
Reflection: Knowledge, self-leadership and collaboration are important tools in creating a learning organization and can make a positive difference to the bottom line.
Fortum, how modernized leadership realize large annual efficiency profits
Quick case: Fragmented business area
Problem: Fragmented business area lacked follow-up and governance structure
Solution: We collaboratively created a vision and strategic agenda
Result: Solid base for future work started with a national launch
Quick case: Fragmented business area
Reflection: The project's success started by working with stakeholders in an iterative process where reflection and formulation were important enablers.
Quick case: Future energy system
Problem: Growth phase demanded better governance and collaboration
Solution: Review of project culture, strategy and organization
Result: New strategy process, management and better working across business
Quick case: Future energy system
Reflection: Critical issues are best handled through an iterative and adaptive way of working, ensuring consensus and anchorage of plans and implemented changes
Turned around Connecta's culture for business success
WISE IT using culture to reach goals and attract the right people
Quick case: Structure and culture changes
Problem: Poorly established and communicated goals and working methods
Solution: Employees trained to self-lead and collaborate with new approaches
Result: Insight on KPIs, their role and impact improved the margin
Quick case: Structure and culture changes
Reflection: Knowledge, self-leadership and collaboration are important tools in creating a learning organization and can make a positive difference to the bottom line.
Quick case: Fragmented business area
Problem: Fragmented business area lacked follow-up and governance structure
Solution: We collaboratively created a vision and strategic agenda
Result: Solid base for future work started with a national launch
Quick case: Fragmented business area
Reflection: The project's success started by working with stakeholders in an iterative process where reflection and formulation were important enablers.
Quick case: Future energy system
Problem: Growth phase demanded better governance and collaboration
Solution: Review of project culture, strategy and organization
Result: New strategy process, management and better working across business
Quick case: Future energy system
Reflection: Critical issues are best handled through an iterative and adaptive way of working, ensuring consensus and anchorage of plans and implemented changes
Living the brand starts with the employees
It might seem like common sense, but it is not yet common practice. Committed employees delivering a superior customer experience differentiate your brand and increase customer loyalty.
“The brand is the connection between internal business ambitions and customer experience. The brand has to deliver against internal business objectives while exceeding customer expectations.”
Annacarin Björne
A REFLECTION: The brand is more than style, it is the collective perceptions held by stakeholders. Brand is influenced by what the company says and does. Activities must reinforce, not be disconnected and weaken the brand.
Turned around Connecta's culture for business success
Quick case: Customer loyalty
Problem: Retail market wanted digitalization
Solution: Instil an agile and flexible culture in the business
Result: A hypothesis-driven and iterative work flow with autonomous teams
Quick case: Customer loyalty
Reflection: Using our CICS method and an active approach enabled an agile transformation and a sustainable change of an open and safe work environment
Build brand commitment from the inside out
Quick case: Sthlm Exergi
Problem: Deliver a timely and accurate customer-centric experience
Solution: Grasp the customer experience by an end-to-end journey analysis
Result: Identified touch points for enhancing customer experience
Quick case: Sthlm Exergi
Reflection: By critically analyzing customer journeys, Stockholm Exergi could streamlin their approach, so each experience could be optimized for all stakeholders.
Quick case: Customer experience
Problem: Internal process and user experience poor due to failing IT
Solution: Improved project and stakeholder groups management
Result: Improved Sales and marketing working practices boosted by new CRM
Quick case: Customer experience
Reflection: Setting common goals and building good relationships between all stakeholders drove the success and instilled a future collaborative working approach
Quick case: Customer loyalty
Problem: Retail market wanted digitalization
Solution: Instil an agile and flexible culture in the business
Result: A hypothesis-driven and iterative work flow with autonomous teams
Quick case: Customer loyalty
Reflection: Using our CICS method and an active approach enabled an agile transformation and a sustainable change of an open and safe work environment