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Case:

Improved administration practices and job satisfaction

Summary
  • Our client was experiencing strong growth within their area of business, putting high pressure on their resources which resulting in inefficiencies. To cope with the strained situation, they had adapted a Lean methodology. However, silo working and accustomed behaviors hindered the leveraging of the Lean initiative. To support the client in overcoming these challenges, we provided a customized development program with the focus to strengthen the Collective Intelligence of the concerned teams, managers, and leaders. The purpose was to improve the collaboration between different parts of the organization and create more efficient operations.

Background

The client, one of Sweden's largest municipalities, had both immigration and strong growth which was putting unexpected pressure on schools, social services and healthcare. Difficulties in recruiting qualified personnel were leading to inefficiencies. The municipality had been inspired by the Lean methodology to improve quality, reduce waste and create more effective ways of working. However, behaviors and silo working between departments and managers had reduced the effects of the Lean efforts and were hindering optimal use of resources.

What we did

A development program was designed to strengthen the Collective Intelligence of management teams, managers and leaders. The purpose was to create a shared view and better collaboration between different parts of the organization. The program ran over six months and each manager received four trainings.

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

Result

Today, all of the municipality’s management teams are making higher quality decisions, collaborating more effectively both inter and cross-departmentally and with the external world. The organization has improved ways of working and process flows as well as strengthened internal culture. As a bonus, job satisfaction has increased, as has the sense of being able to influence.