Slides from a lecture on leading strategy teams from master's course in Human Resource Management and Leadership at Industrial Economics and Management, KTH

1. Leading strategy teams
Pontus
Wadström
Deptartment
of
Industrial
Economics
and
Management,
KTH
Royal
Ins?tute
of
Technology
and
A
Real
Movement

2. 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

3. Agenda
1. Introduc?on
2. The
Company
3. Strategy,
Change
and
Strategic
Change
4. The
Strategy
Project
5. Concluding
remarks

4. Introduc9on
•
What
is
strategy?
• What
is
a
Balanced
Score
Card?
•
What
are
Key
Performance
Indicators?
•
Why
are
these
important?

5. Agenda
1. Introduc?on
2. The
Company
3. Strategy,
Change
and
Strategic
Change
4. Strategy
Projects
5. Concluding
remarks

6. • 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

7. 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

8. Agenda
1. Introduc?on
2. The
Company
3. Strategy,
Change
and
Strategic
Change
4. Strategy
Projects
5. Concluding
remarks

9. Big
Best
Beau?ful
Fast
Strategy -­‐ focus on one strategic idea

10. Pupose
Why?
Process
How?
Content
What?
Context
Where?
Strategy -­‐ from various perspc9ves

11. Change – revolu9onairy or evolu9onairy

12. ”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

13. Strategic Change – in this case

14. 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?

15. Agenda
1. Introduc?on
2. The
Company
3. Strategy,
Change
and
Strategic
Change
4. Strategy
Projects
5. Concluding
remarks

16. The Strategy Process

17. The Tools that we used
Finance
Customer
Process
Human
Capital

18. 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
%

19. 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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P.
(2014)
Strategi
är
em
verb
Inspira9on and references

21. Pontus
Wadström
pontus@1company.se
+46760-­‐550010
1company.se
hmps://se.linkedin.com/in/pontuswadstrm
Thank
you
for
your
?me
and
ac?vity!