The Cordovan Performance consultants have extensive experience from many different types of assignments designed to unleash the inherent potential of employees in the organization. And make the right things happen. Here are some examples:
Swegon has unique expertise and competitive products in the “indoor climate” field. The company is market leader in the Nordic market, but a relatively unknown actor in Europe. Thanks to the strong domestic market position, the company has great potential to grow strong in the EU.
A project group was appointed to analyse the possibilities in the different European markets. The first step was to replace several smaller brands with a common, i.e. Swegon. The primary target group for the sales process was redefined and a survey of the existing sales force was made. After that, a GAP analysis regarding the desired competencies was made. This resulted in the development of “Swegon Sales Academy” that continuously develops sellers in all relevant areas of expertise. The training is performed in the local language and is based on local conditions.
In recent years, Swegon has grown by about 30% per year outside the Swedish market and, thanks to good profitability, has been able to multiply its sales force. New markets are opened up every year. In order to bring additional pressure in the internal follow-up, the managers’ abilities have also been enhanced through programs continuously running in the Swegon Leadership Academy. This applies to new as well as to experienced managers throughout Europe.
During 2005–2010, Swegon doubled its turnover in the “Go for 2” challenge. Earlier presented project accounted for a small part of the success. A new vision, “Challenge 2015”, has been formed. It involves continuous expansion: 6 billion in turnover, more factories, and additional markets. Achieving this requires a common focus and corporate culture – and that all employees are involved and see their opportunity to contribute. One Swegon.
The Group Management have jointly developed the new vision with implications for its various parts, and decided what should be communicated about the Swegon offer. In cooperation with Cordovan, an implementation program for the entire group is designed and implemented. We use a “Train the Trainer” concept where the establishment work and the commitment is created via the company’s own managers. As a support, a training program in change management is implemented throughout Europe, involving everyone with staff liability. In addition, working material, such as brochures, film, workbook, etc. used in the establishment process, is produced.
All over the group, so-called Challenge meetings have been carried out. Here, the staff has come up with proposals, measures and action plans for how they, at their own level, can contribute to realize the vision. Many new projects have been launched. Recurring “Challenge meetings” in conjunction with performance reviews, Lean processes, etc. will become important tools for maintaining high participation and strong commitment throughout the organization. In 2015 we will know if it has succeeded.
VISION AND STRATEGY IMPLEMENTATTION GUNNEBO
Gunnebo is a listed global security solutions group. At bottom, the group consists of about 40 companies with different cultures and history. Gunnebo wanted to form a company with corresponding values, common goals, where the units in the Nordic region and around the world cooperate across borders in a more customer-oriented way.
All country managers have carried out a comprehensive strategy and vision work. They have agreed on a platform for the company and worked through the company’s vision, mission, strategies and values. The cooperation with Cordovan has now continued with the next step: making all employees see their own importance and their own contribution for realizing the concept of a continuously improving company. The method is simple and effective: a “train the trainer” approach in which managers, down to middle management, are trained and then are responsible for the further implementation. As a support, Gunnebo and Cordovan have in collaboration developed the pedagogy, training via web seminars, working material, corporate film, social platform and e-learning modules for the intranet and structures for easy follow-up.
Parallel to this, the company also performs an extensive, global work to implement and train selected sellers in a Key Account Management (KAM) work towards designated customers. This is for efficiently meeting the tougher demands from customers and an ever-increasing competition.
It is still too early to evaluate the implementation of the strategy and vision work, but we can already see a result with the first pilot group of KAM participants. The relationship with both national and international clients has improved and business is performed on a much higher level today. This has resulted in better margins, greater cost efficiency and a more developed long-term approach to client relationships. Customer satisfaction has improved.