Roche: “Plan strategically for tougher times by turning your management group into a High Performance Team”

What happened? The total expenses decreased by five percent; the employees continued to be at least as satisfied as before, and the confidence in management further increased.

Why? Paul Brown came from a previous position as general manager for Roche Canada. Before that, he had worked in Switzerland as well as in England. As the new CEO for Roche Sweden, he now found himself as the leader of an international management group where everyone was an expert in their area, but had not previously worked together as a team. He soon realized that in order to manage the difficult years that lay ahead of the company, he had to turn his group into a “high performance team”.

Mölnlycke Healthcare: "By giving executives career opportunities, they stay with the company"

What happened? After the first training was completed, 19 of 20 executives remained in the company, and eight of them had been promoted to higher positions. Even before the first training program was completed, the next was ordered! Halfway into the training in 2008, Mölnlycke was so pleased with the results that the company booked even more training with Ståhl + Partners.

Why? Mölnlycke had been through several ownership changes in recent years, and there was a need for a more clear and homogeneous leadership. One of the CEO’s objectives was not only to keep 100 percent of managers in the company after the training was completed, but also to be able to promote them within the company. Another goal was to achieve more inspiring leadership that could influence and motivate the employees.

Poolia: "Fler affärer på högre nivå med bättre marginaler"

Vad hände? Efter sex månaders träning hade målen nåtts. Personalundersökningarna hade ökat i enlighet med ledningsgruppens önskemål. Dessutom hade värdet på TB1 (tilläggsbidrag 1) ökat väsentligt.

Varför? Det fanns en tradition på Poolia. Man var "konsult", inte "säljare" för det fanns det andra som var. Men omvärlden hade förändrats. Så det blev viktigare och viktigare att alla skulle kunna sälja, inte bara de "traditionella" säljarna. Det var oerhört viktigt för Poolia att välja rätt leverantör och man bestämde sig för att träffa 20 stycken. Efter åtta månader hade man beslutat sig, och valet föll på Ståhl + Partners. Vi hade gjort en professionell behovsanalys och ställde krav på ledningsgruppen. Detta uppskattades. Vi kunde mäta resultaten och det viktigaste var nog ändå att vi visade ett engagemang som var utöver det vanliga.

Hur? Poolia hade tillsammans med Ståhl + Partners valt rätt grupp att träna: nämligen de ledare som hade störst inflytande på flest personer inom företaget, vilka visade sig vara de chefer som hade konsulter under sig. Efter att träningen var avslutad 2007 bestämde ledningsgruppen att den också skulle träna med S + P. Under de två kommande åren tränades även alla Poolia's 100 konsultchefer i Sverige på att utveckla sitt ledarskap.

Nokia: ”Our most important asset is our people”

What happened? During the year that Nokia’s entire staff was trained in promoting themselves and their skills, Nokia increased their market share in Sweden. A bonus was that EVERYONE was extremely pleased with the training and thought it exceeded their expectations, and they could all point out concrete results as an effect of the training.

Why? Nokia is a market leader in most parts of the world, except for Sweden. The overall goal was to gain more market shares in the Swedish market. In addition to traditional strategies, such as product development, advertising campaigns and marketing, the CEO, Kenneth Jönsson, in 2008 also decided that all employees should receive training in how to promote themselves and their products as unique in the market place.