CUSTOMERS WHO HAS TAKEN THE NEXT STEP

We look to both small and large companies, organizations and individuals. Many customers are international based organizations where many countries and nationalities have to find a consensus to work properly. We can support you in this. Here are some examples:


	FROM A TRADITIONAL ORGANISATIONAL STRUCTURE TOWARDS A PROJECT DRIVEN ORGANISATION Task: To support a non-profit organisation in changing their organisational structure and working routines in alignment with new market and customer demands. Tool: Values Online, Scenario Planning, Parallel Thinking, Project- and business planning. Result: Effective and dynamic projects with a short “ramp-up” time and full commitment from everyone involved. The ability for the staff members to enter or re-enter different projects created a significant organisational flexibility.

A non-profit organization active in the area of working environment faced changing market conditions. To meet those new conditions they needed help to change the existing hierarchical organizational structure. And create a flatter, more dynamic structure.

During the project SIKT worked alongside top management team and staff. All employees were trained in parallel thinking. A dynamic tool used to quickly start up projects, and to smoothly move in and out of various projects.

Together with the top management team SIKT worked with scenario and business planning. The result was a businessplan that met the new challenges the organization faced and the possible future scenarios. The management team got the insight in how to see future changes in the market at an early stage. And thus, they may in time adapt the organization and constantly preparing for future challenges.


	FROM MECHANICAL ENGINEERING TO A ENGINEERING COMPANY Task: To establish a platform for future growth and recruit members to the board of directors. Tools: Business Planning, Coaching, Mentoring Result: A modern leadership, an active board of directors that contributes to the company development, recruitment of senior vice president.

A small engineering company had just undergone a generational change of ownership and CEO. The new CEO had a desire to develop the company to a next level. To move from the patriarch’s summary leadership into a modern organisational structure positioned for growth. There was a demand for a more professional approach without making the organisation lose its positive sense of community as the family firm was known for.

SIKT crafted a two year development plan. The plan included a training program and regular coaching with the new CEO. SIKT recruited a senior vice president who also serves as a mentor. As a second step SIKT recruited appropriate competencies to a board of directors that actively participates in the company’s development and strategic work.


	MULTICULTURAL ORGANISATION WITH A COMMON CULTURE Task: To increase productivity and efficiency by removing and lowering cultural barriers to communication. Tools: Scenario Planning, VOSTA (Vision, Objectives, Strategies, Tasks, Activities) Parallel Thinking, Web Culture, Appreciative Inquiry Result: Short decision procedures, business plan based on possible future scenarios, increased efficiency and productivity, and satisfied employees. Improved cooperation and good communication.

An international group needed help to increase productivity and efficiency in its business development company based in southern Europe. The business area consists of several groups working on basic and primary development in areas such as electronics, materials engineering, simulation, etc. The staff was well educated people from different parts of the world with less experience from different types of corporate cultures. Because of that problems arose in communicating which slowed down the processes and made cooperation difficult.

SIKT carried out a comprehensive scenario work with senior management. It resulted in a vision and a business plan based on possible futures. The plan then subsequently was broken down to the various specialist areas. All employees were involved in this work and trained in parallel thinking, a tool that they made use of to implement the business plan and communicate in their team meetings. It gave employees an understanding of each other's views and skills, irrespective of their different cultural backgrounds. The cooperation of the different groups improved significantly and the energy could be put on development projects instead of trying to understand each other within the team.


	Nokia Mobile Phones SCA Swedish National Police Board MacDonalds SAS Electrolux Ericsson Astra-Zeneca Cadbury-Schweppes IFL - Stockholm School of Economics Swedish Tax Agency