Process support to strengthen a multi-stakeholder project

Facilitating participatory leadership processes to enhance collaboration

CASE Association of Municipalities in Kalmar County, Sweden

the Challenge

The multi-stakeholder project experienced challenges related to leadership, roles and responsibilities the root cause being mainly the complexity of the problems that the project aimed to solve and the different perspectives represented by the thirteen public actors involved.

the Outcome

A common understanding of the purpose and shared goals of the project for the participants; a higher level of involvement among key actors; an increased clarity of the complexity of the management issues concerning the project as well as concrete ideas on how to deal with them.

Emerging got on board in the midst of the process of defining and clarifying project goals and expected outcomes in the EU Social Fund project FSLA (Fortsatt Samverkan Leder till Arbete/in English: Cooperation Leads to Work). The project aimed to empower unemployed people who faced difficulties in entering the workforce through cross-sectorial collaboration and partnership between municipalities. The methods used were knowledge sharing and joint efforts to support the development of the target group’s  competencies.

Participatory processes enhanced collaboration and created clarity on goals and methods.

In close cooperation with the project management, Emerging supported a process of building sustainable structures in order to lead the collaboration of the thirteen actors.  Emerging conducted nine dialogic based and facilitated workshops in total. They were held in a virtual/digital format targeted to the steering committee as well as to seven working groups who needed clarity on their tasks, input and feedback for team cooperation and how to document their results.

Focus laid on how to increase motivation and active participation as well as sharing principles and best practices on how to collaborate and lead a regional multi-stakeholder project.

“At KFKL we are grateful for the support Mette provided to the FSLA project. The virtual workshops functioned as an excellent way to start up our different workgroups and made it possible to move on in our processes as well as sharing best practices among the different stakeholders which were part of the project.”

Sofia Wermelin, Head of the Department of Health and Social Welfare, The Association of Municipalities in Kalmar County.

 

Photocredit: Headway, Octavian Dan and Alexander Grey (Unsplash)

Case facilitators

Mette Lindgren Helde

Cases

CASE Greenpeace Mobilisation Lab

Game-changing campaign innovation

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CASE Malmö City Council

Creating identity and culture

View case

About us

Emerging gathers some of Scandinavia’s most skilled practitioners of leadership and organisational development. We believe organisations play an important role in building a sustainable future for the planet, its citizens and our democratic systems.

LEARN MORE ABOUT US

Creative collaboration online

The power of cross-disciplinary teams working online across the corporation

CASE Dupont (IFF)

the Challenge

To be able to harness the power of cross-disciplinary teams working online in Design Thinking processes across the corporation, creating novel solutions to real business challenges.

the Outcome

Twelve specialised online facilitators with the ability to facilitate efficient and structured ideation workshops. Increased innovation and problem solving and a nurtured creative culture in the organisation.

The main focus of the assignment was to target a group of twelve appointed facilitators and increase their skill sets in online facilitation and the use of Design Thinking as an overall framework. Throughout the program, the participants developed their ability to facilitate creative collaboration and ideation sessions online.

Analyzing impact and feasability of ideas

The training was highly interactive and interlaced short lectures with hands-on work. We worked with action learning and group coaching, taking participants through hands-on experiences followed by reflective evaluation sessions. Throughout the program, there were opportunities to share and formulate insights and discuss how to apply lessons learned in daily life in DuPont Nutrition & Biosciences.

 

As a final assignment the participants facilitated ideation workshops for internal clients with a need to develop innovative ideas around real business challenges.

The build up of the training was structured in 6 online sessions

“Henrik’s engagement with Design Thinking, and professionalism propelled us toward action based online learning whilst being blissfully unaware just how much we were capturing. His skill lies in unlocking the door to so many connective points such that the more you reflect and practice, the more you get from his course.”

Niall Young, Technical Fellow & PhD

Case facilitators

Henrik Johansson

Cases

CASE Vestas

A transformation made possible through focus and determination

View case

CASE Association of Municipalities in Kalmar County, Sweden

Process support to strengthen a multi-stakeholder project

View case

How we work

From insight to impact, we help organisations and people grow. We work on all levels, from individual coaching and large group interventions, to global movements.

LEARN MORE ABOUT OUR APPROACH AND EXPERTISE

Developing the strategy together

Togetherness with a strategy - a story about onsite and online collaboration

CASE Malmö Live

the Challenge

To engage artists, musicians, producers and technicians across the organisation in a highly collaborative process resulting in the strategy for Malmö Live for the coming five years.

the Outcome

With broad involvement through online and onsite facilitation, all employees took part and were invited to contribute in the co-creation of the company strategy. By working together across, we harnessed the collective intelligence in creating the strategy as well as anchoring it.

The newly appointed CEO wanted to involve as broadly as possible when creating the new strategy and requested a strategy process where everyone in the organisation, all co-workers, all managers, members of the board as well as important stakeholders, citizens, audience and guests were engaged.

During initial dialogues with members from the management team we decided to use “The Strategy Loop” as a design of the strategy process. Furthermore we decided to do a blended process combining onsite with online activities.

The first step was to create a history map tracking the origins of Malmö Live, the Concert Hall and Malmo Symphony Orchestra back to its roots and define lessons learned. We used the canteen in the concert hall as an interactive exhibition and collected perspectives across the organisation.

A history map tracking the origins of Malmö Live, the Concert Hall and Malmo Symphony Orchestra back to its roots.

During the initial seminar a “Strategy Group” of 30+ employees representing a cross section of the organisation gathered all the perspectives from the exhibition and defined important learning points that needed to be included as a foundation for the new strategy.

Next onsite seminar for the Strategy Group focused on defining the current state and it initiated an online process where all employees were invited to contribute to gathering of intelligence and foresight.

Collecting learning and defining current state.

Over 140 foresight signals were gathered by more than 60 employees and during an online seminar the signals were analyzed and categorized into strategic insights pointing out important strategic crossroads for the organisation.

The mapped crossroads was handed over as input to the management team who during a facilitated onsite workshop prioritised and created the outline for the strategy and returned it to the Strategy Group for anchoring during another online session. 

Now the members of the board (politicians) were invited into the process through an online workshop and the board made an initial approval of the strategy outline.

Finally, the management team continued the development of the strategy during a serie of meetings and the strategy was approved and decided upon ten months from the initiation of the strategy development process.

Photo with Robert Trevino and MSO: Håkan Röjder

The Strategy Loop is described in the book “Den Strategiska Loopen” by Ingela Sjölund,  ISBN 9789175650838 and in this video: https://vimeo.com/136286699)

Cases

CASE Vestas

A transformation made possible through focus and determination

View case

CASE Dupont (IFF)

Creative collaboration online

View case

How we work

From insight to impact, we help organisations and people grow. We work on all levels, from individual coaching and large group interventions, to global movements.

LEARN MORE ABOUT OUR APPROACH AND EXPERTISE

Game-changing campaign innovation

CASE Greenpeace Mobilisation Lab

the Challenge

Boosting the creative capacity and culture of Greenpeace worldwide, finding creative solutions to environmental problems, and engaging greater numbers of people in order to bring about the change that Greenpeace wanted in the world.

the Outcome

Equipping a global network of 400+ facilitators with tools and processes to support campaign teams and inspire relevant ideas.

It started around seven years ago, when Henrik was teaching a group of Masters students at Hyper Island in Manchester. The students were presented with a brief from Greenpeace to create campaign ideas that placed pressure on companies that use palm oil connected to illegal deforestation in Southeast Asia. Henrik was moved by the project, but also realised that Greenpeace faced some hurdles in translating their intention to save the planet, into ideas that could lead to greater impact.

He identified the need to improve how they structure the way they work with ideas, as well as improve their ability to creatively collaborate with others.

At first, Henrik worked for free at the London Office and hosted ideation workshops to develop radically new campaigning ideas. Greenpeace and Henrik and Fantastic Studios subsequently entered into a long term partnership to help develop more innovative campaign ideas for the organisation. Another goal was to strengthen and develop Greenpeace’s own capacity for innovation.

To satisfy both needs, Henrik and Jonas worked with the Greenpeace Mobilisation Lab to introduce a range of different training processes across the organisation globally, such as Human Centered Design, to equip staff with the tools they need.

The result kickstarted a creative revolution inside the organisation by empowering all levels of staff to boost to their own creative capacity and the skills to run co-creative workshops.

There is now a global network of more than 400 facilitators that are equipped with the tools and processes to lead, boost the organisation’s creative process, and support campaign teams in developing relevant ideas.

“A few years down the line we are seeing the impacts of these trainings with project teams taking on co­-creation of ideas with communities as a key part of their planning, greater collaboration between teams internally, and the process Henrik introduced to staff being used to design Greenpeace’s long term strategy for the next 10 years.”

Tracy Frauzel, Mobilisation Strategy Director, Mobilisation Lab at Greenpeace

“Many trainers can deliver content, but only some can ensure that participants fully internalise and master new material and put it into action. Henrik and Jonas delivered a world-class curriculum that empowered me and my colleagues with the skills needed to lead others through creative collaboration and idea development. We know because it’s already happening around the Greenpeace offices globally.”

– Michael Silberman, Global Director, Mobilisation Lab at Greenpeace

Case facilitators

Henrik Johansson

Cases

CASE Vestas

A transformation made possible through focus and determination

View case

CASE Malmö City Council

Creating identity and culture

View case

About us

Emerging gathers some of Scandinavia’s most skilled practitioners of leadership and organisational development. We believe organisations play an important role in building a sustainable future for the planet, its citizens and our democratic systems.

LEARN MORE ABOUT US

A transformation made possible through focus and determination

CASE Vestas

the Challenge

Vestas wanted to maintain its position as global market leader in modern energy, and needed to focus its energy in one direction in order to do so.

the Outcome

We facilitated a two-year process in which 12 strategic projects were prioritised above all else, resulting in savings and synergies.

Vestas is the energy industry’s global partner on sustainable energy solutions and designs, manufactures, installs, and services wind turbines across the globe. In 2007 Vestas was facing a number of complex, interconnected challenges:

  • A blurred strategic focus due to having too many projects and initiatives running in parallel
  • No reporting structure to connect strategy with projects
  • Underestimating the process of change and the role of communication in strategy execution
  • Suffered from a low sense of urgency failing to grasp the seriousness of e.g. not reaching a customer loyalty target on a maturing market
  • Had a low Project Management maturity and many of the projects had unclear timelines, moveable targets, no transparency, no handling of risks and lack of planned communication

Vestas engaged in a profound co-creation process with us as consultants. Together we chose a customer-centric ‘Must-Win Battles’ methodology (MWB) to guide the intervention and implementation.

We subsequently facilitated a process in which Vestas selected 12 strategic projects (MWBs) whose execution were prioritised ahead of all other projects. Each Battle was led by the organisation’s top talents and fully supported by the Group Management team. A Strategic Portfolio Management (SPM) capability was developed in parallel, whose team consisted of a 50/50 mix of external consultants and employees. Their role was to:

  • Anchor and report the full portfolio of Battles with Executive Management.
  • Align all Battles with one coherent project model
  • Conduct professional reviews and project audits
  • Execute portfolio risk management
  • Monitor resource constraints and coordinate across the Battles
  • Secure communication and change management efforts in Vestas, e.g. establishment of MWB intranet and the internal magazine MustWin

Thirdly, a Battle Support function or a Project Management Office (PMO) capability was developed to work closely with all the Battles. The team consisted of a 50/50 mix of external consultants and employees. The Support function helped the Battles to achieve results by offering methods, procedures, processes and tools within Communications and Change Management and Project Management.

The Battle Support facilitated knowledge sharing among the Battles and communicated best practices within the portfolio.

After two years of ‘battles’, Vestas CEO Ditlev Engel, expressed his satisfaction in the following letter:

“First of all, I want you to know how impressed I am with the progress made in all 12 Battles. It has been fantastic to see the energy and dedication, which the entire Battle organisation has invested in securing the victory for these 12 cross-functional, cross-business unit projects.

The most important way to measure the success of the battles is by focusing on the financial results: Will the winnings actually lead to increased profits? And this is where I am exceptionally encouraged. The 12 Must-Win-Battles are creating savings and synergies that are worth [XXX] million Euros next year alone. These figures are directly reflected in the budget for 2009.

The outcome underlines the potential of working as one Vestas. […] I feel very privileged and proud to be in an organisation where people invest so much of their time and energy in creating real results and change.”

– Ditlev Engel, CEO and President, Vestas

 

Cases

CASE Greenpeace Mobilisation Lab

Game-changing campaign innovation

View case

CASE Association of Municipalities in Kalmar County, Sweden

Process support to strengthen a multi-stakeholder project

View case

How we work

From insight to impact, we help organisations and people grow. We work on all levels, from individual coaching and large group interventions, to global movements.

LEARN MORE ABOUT OUR APPROACH AND EXPERTISE

CASE

the Challenge

the Outcome

Cases

CASE Malmö Live

Developing the strategy together

View case

CASE Malmö City Council

Creating identity and culture

View case

How we work

From insight to impact, we help organisations and people grow. We work on all levels, from individual coaching and large group interventions, to global movements.

LEARN MORE ABOUT OUR APPROACH AND EXPERTISE

Creating identity and culture

CASE Malmö City Council

the Challenge

How to create a sustainable work culture in Malmö City Council’s Communications Department as it takes on more responsibility in addressing problems the city faces.

the Outcome

The Communications Department is able to play a role in meeting the city’s challenges while also growing and sustaining a functional work culture.

When Malmö City Council centralised its communications activities, the goal was to create a department that could play a central role in meeting the city’s real challenges. From the outset, the new director wanted to focus on developing a highly functional organisational culture. He knew that culture was a valuable asset, even though it was hard to measure.

Johanne signed on and, together with the client, they designed a framework for the process of culture creation.

We worked in parallel on three levels: executive coaching, coaching the management team, and facilitating workshops with the whole department. The first phase defined the culture that they wanted to build and sustain, and started putting it into practice. Simple in principle, but complicated in action. The cultural components that grew out of the dialogues were used to heighten awareness and deepen ongoing conversations about organisational culture.

The primary tools used through the change process were reflection, dialogue and action.

Central to the culture creation was feedback, supporting the creation of a learning environment. Finally, leadership development has played a key role in anchoring new ways of thinking into everyday organisational life.

During the process of successfully integrating the city council’s communication activities with the IT Department, the Communications Department grew from 23 to 45 people. The Communications Department is now an attractive workplace that is recognised for its ability to meet the city’s challenges while sustaining a thriving and collaborative work culture.

Case facilitators

Johanne Eriksen

Cases

CASE Association of Municipalities in Kalmar County, Sweden

Process support to strengthen a multi-stakeholder project

View case

CASE Dupont (IFF)

Creative collaboration online

View case

About us

Emerging gathers some of Scandinavia’s most skilled practitioners of leadership and organisational development. We believe organisations play an important role in building a sustainable future for the planet, its citizens and our democratic systems.

LEARN MORE ABOUT US