20140305 leading strategy teams - lecture kth
TRANSCRIPT
Leading strategy teams Pontus Wadström
Deptartment of Industrial Economics and Management, KTH Royal Ins?tute of Technology
and
A Real Movement
Purpose of this lecture
To talk about how strategic change can be done in prac?ce; offer insights; feed your thoughts; increase your interest in learning more
about strategy and change
Agenda
1. Introduc?on
2. The Company
3. Strategy, Change and Strategic Change
4. The Strategy Project
5. Concluding remarks
Introduc9on
• What is strategy?
• What is a Balanced Score Card?
• What are Key Performance Indicators?
• Why are these important?
Agenda
1. Introduc?on
2. The Company
3. Strategy, Change and Strategic Change
4. Strategy Projects
5. Concluding remarks
• One of the worlds leading Engineering, Construc?on and Project Development group • Skanska formed 1887
• Selected domes?c markets in Europe, USA and La?n America • 55 000 employees worldwide
• Revenue 2013, 130 bln SEK (16 bln Euro)
The Skanska Group in brief
Skanska Sweden in brief
• Revenue 2012: 32 billion SEK (3,7 billion Euro) • 9000 employees • 3000 projects • Business Logics:
• Building • Civil • Asphalt & Concrete • Project Developement • Machinery • Technical Consultants • Installa?on • Frameworks
Agenda
1. Introduc?on
2. The Company
3. Strategy, Change and Strategic Change
4. Strategy Projects
5. Concluding remarks
Big Best
Beau?ful Fast
Strategy -‐ focus on one strategic idea
Pupose Why?
Process How?
Content What?
Context Where?
Strategy -‐ from various perspc9ves
Change – revolu9onairy or evolu9onairy
”A reorganisa,on, a diversifica,on, a shi3 in technology, a process reengineering or a new composi,on of an organiza,ons offers.” De Wit & Meyer, 2005
”A new/changed set of a persons behavior repertoire” Skinner, 1976
Change – organiza9onal or behavioral
Strategic Change – in this case
Let’s get to work. So…
…we want to the organiza?on to achive a shic in strategic focus, from Best to Big, …we want everybody (nearly 10 000 employees) in a decentralized organiza?on to accept the change and alter their behaviours, …we have a limi?ed budget, …we have a ?meframe, … and we all know change is difficult. What would you do?
Agenda
1. Introduc?on
2. The Company
3. Strategy, Change and Strategic Change
4. Strategy Projects
5. Concluding remarks
The Strategy Process
The Tools that we used
Finance Customer
Process Human Capital
The Result
Perspec've \ KPIs (# and %) Number of KPI:s
before
Number of KPI:s
a;er
Percentage of total amount before Percentage of total amount
a;er
Finance 151 22 55,1 % 24,4 %
Customer and Marke2ng 26 14 9,5 % 15,4 %
Processes 72 38 26,3 % 26,4 %
Human Capital 25 16 9,1 % 17,8 %
TOTAL 274 90 100 % 100 %
Concluding remarks
• Strategy is the choices an organiza?on makes in hope to create a compe??ve advantage
• To realize a strategy, goals (KPI:s) are ocen set – not seldom in the structure of a Balanced Scorecard
• By changing goals and what you feed back to an organiza?on you can start a change • Involvement when developing a strategy is key • Tools are ocen used to iden?fy, change and clarify direc?ons, goals and strategies • Changes in how an organiza?on is managed is called managment innova?on • If you want to work within strategy and change what tools do you have?
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Inspira9on and references
Pontus Wadström [email protected] +46760-‐550010 1company.se
hmps://se.linkedin.com/in/pontuswadstrm
Thank you for your ?me and ac?vity!