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Fujitsu-C7: a project tool supporting a one-company strategy


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Starting in 2014, a project was carried out in SVEVIA to integrate C7 with key financial systems and processes. C7 is now the most central IT systems in SVEVIA for operations, economic and management in the project business. The initiative aimed to implement “our way to work” to achieve our one-company strategy.


Mr. Erik Lundman (Svevia)

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Fujitsu-C7: a project tool supporting a one-company strategy

  1. 1. The selective specialist
  2. 2. Erik Lundman, Svevia AB 2
  3. 3. The selective specialist Our aim is to excel at building and maintaining roads and infrastructure 3
  4. 4. Why specialists? Tough competition Slim profits Profitability over size Growth in a 10 Billion Euro market means to be faster, better, cheaper 4
  5. 5. The strategy 1. Specialization 2. Business orientation 3. Efficient performance 4. Embrace the customer 5
  6. 6. 1. Specialization We are all about building and maintaining roads and infrastructure. All efforts and resources pulling in one direction Three specialized business units 6
  7. 7. 2. Business oriententation Profit in total and in every part of the business Business oriented mind set Reduce cost and charge whenever possible Diversity drives profit Wide range of skill sets provides new perspectives and breeds innovation 7
  8. 8. 3. Execute efficiently It’s about HOW we do what we do Consistent and effective processes and methods provides consistent output and decreased cost Use the specialist experience as an opportunity to learn Develop and implement the best practice of the business 8
  9. 9. 4. Embrace the customer Embracing the customer is a high priority Understanding and supporting the customer is key Acknowledge the people as well as the customer Build trust in Svevia as a business partner 9
  10. 10. Being best at what we do… …and at saying no The core is building and maintaining roads and infrastructure Each and every one should be best in their field The courage to pass by business where our specialist skills are abundant 10
  11. 11. Interpreting the strategy Profit and success by specialization and demarcation Embracing the customer and broaden the customer base Profitability through an unified approach, one solution Focused and competitive employees with the right skills at the right place 11
  12. 12. What does it actually mean? Get the right job – matching skills and mission Develop concepts, methods and green solutions Track results through great planning, matching schedule and budget Proactive marketing towards key customers Increase revenue by improving change management in scope Reduce work related accidents Say no to irrelevant projects 12
  13. 13. World class support for the business IT shall provide - Efficient solutions for the core business - Tools supporting the processes and methods - Support Svevia to be the strongest competitor in the industry - Be part of the Svevia way 13
  14. 14. Our values provides purpose in the day-to-day business Freedom and responsibilities Values builds culture Culture provides guidance 14
  15. 15. Core values 15 Strategi 2014 - 2018 Business focus Innovation Credibility Thoughtful
  16. 16. Fulfilling the strategy Finding the tool to support the strategy 16
  17. 17. The problem Lack of -Profit -Sharedtool -Control 17
  18. 18. Desired benefits Financial control in each project Shared tool 18
  19. 19. Strategic choices The site manager perspective One task -one tool Simplicity over detail Project finances in control Enable the Svevia way Quality first 19 Signatur 08-11-18
  20. 20. The result Organization on board and involved New approach to change management Tool and method accepted The tool supports the business 20
  21. 21. Challenges along the way Previous failures to implement shared tool and method Supplier control –time, scope, cost and quality 21
  22. 22. Key success factors 22 Supplier control – time, scope, cost and quality Change management using ADKAR Management involved
  23. 23. Thank you! 23