06jun

Cisco

1. Oppdraget.

I begynnelsen av 2003 var forretningen ikke slik den burde være.

Ordreinngang i Norge var svakt fallende, og kunde- og medarbeider-tilfredsheten var lavere i Norge enn i andre land i Nord-Europa.

Ledergruppen var relativt ny og hadde behov for å bli bedre kjent med hverandre.

Vi hadde også behov for å skape en felles visjon og strategi for virksomheten i Norge, bygget på felles verdier for å skape nytt engasjement og bringe virksomheten tilbake til vekst.

Vi engasjerte ResultatPartner AS til å bistå oss med prosessen for å utvikle ledergruppen og strategien for selskapet. Ronny Nilsen i ResultatPartner AS overbeviste oss gjennom måten han evnet å utfordre oss.

2. Resultat.

Basert på en ny og grundig SWOT-analyse, en ny lederskapsdefinisjon og nye team-verdier, etablerte en ambisjon om å doble ordreinngangen i løpet av tre år, og å nå den høyeste kundetilfredsheten og den høyeste medarbeidertilfredsheten for Cisco i Nord-Europa. Vi etablerte mål og handlingsplaner for den norske organisasjonen. Vi brøt ned målene på den enkelte avdeling og den enkelte medarbeider. På denne måten ble hver enkelt medarbeiders bidrag og ansvar tydelig for alle.

Verdiene våre; ÅRA – Åpen kommunikasjon, Respekt og Ansvar, ble verktøyene våre for å arbeide oss framover mot våre nye mål.

Resultatene ble at vi mer en doblet ordreinngangen ila. de tre første årene. I tillegg nådde vi våre mål for både kunde- og medarbeidertilfredshet. Cisco Norge ble det beste landet i Nord-Europa på både kunde- og medarbeidertilfredshet, og vi oppnådde den høyeste produktiviteten og lønnsomheten i Nord-Europa.

 

3. Suksess Faktorer – hvorfor det lyktes.

Det var flere grunner til at vi lykkes. Timingen var god i forhold til markedet. Vi fikk raskt et sterkt og veldig godt samkjørt team med høy grad av intern tillit. Dette ble tydelig i undersøkelsene av medarbeidertilfredshet, og i 360 graders evalueringer av våre ledere.

Vi evnet å involvere og engasjere medarbeiderne til hjelpe oss med å løse utfordringer, for eksempel i å snu medarbeidertilfredsheten blant kvinner fra å være lavere til å bli høyere enn blant menn. Vi flyttet alle lederne ut av sine kontorer og ut i kontorlandskapet. Dette skapte mer åpen kommunikasjon og tilgjengelighet. Vi arbeidet kontinuerlig med klar og tydelig kommunikasjon internt og eksternt. I tillegg valgte vi å fjerne begrensingene i kursbudsjettene for våre systemingeniører, og å heller kjøre med litt lavere bemanning. Det å tillate våre fremragende spesialister å akselerere utviklingen av deres markedsledende kompetanse viste seg å våre en forløsende kraft som utløste engasjement både internt og eksternt.

06jun

Atea

About the company:

Atea, previously Merkantildata, later Eterra and Ementor, is a Nordic IT infrastructure company. It is headquartered in Oslo, Norway. The company sells, installs, and supports products from Citrix, VMware, Apple, Cisco, HP, Microsoft, Lenovo, IBM and others. As of October 2013, the company employs about 6,666 people and operates in 73 cities in Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia. From January 1, 2009, the company was named Atea.

Project & results:

The company invested heavily in management buy-outs during (around 150) during the 5 years program of Training challenging employees as well as Partners. This in addition to challenges in the market and distribution channels; former Management Group with current CEO of the Company, Steinar Sønsteby, asked for help in providing a customized Training Academy.
ResultatPartner was hired to develop and run Merkantildata Training Academy; a fully customized Training Academy for all leaders and managers in sales and service as well as sales consultants. The Training Program incorporated Partners like HP, Compaq, Ingram Micro.
Around 400 people attended in this 6 months Training Period. Measurable effect and improved results was established on growth and revenue, an increase in sales and customer satisfaction as well as development of improvement in leadership-, sales- and service-skills. Improve Systems was the Training Management Software system used to structure process and secure progress on vital KPI`s and actions.
06jun

Flytoget

About the company:

In 2015, it is twenty three years since our story began. The story of the Airport Express Train is about clear goals and sky-high ambitions, about a slightly troubled start and a very good continuation. This is our story.
Actually, the modern history of Oslo’s Airport Express Train did not start till 1998. In a way, everything that happened before that, was part of the preparatory phase. We were a new company with an opportunity to do things differently.
Admittedly, we set out from an excellent starting point. Yet this alone would not have been enough. We needed people who wanted to achieve things – a team who were willing to work hard and give that little extra, every single day. Together we have tried and failed, tried again, learnt our lessons and succeeded.
In 2014 a total of 6.8 million people travelled by the Airport Express Train. We achieved a punctuality rate of 97 per cent and a customer satisfaction rate of 97.4 per cent. People have bestowed an enormous amount of trust in us, which is something we will never take for granted. We are constantly working to become a little better. We never give up. For at the end of the day, today’s story about the Oslo Airport Express Train is only the beginning. We hope you will join us for the next chapter.
Project & results:

Flytoget had just finished an internal Employee Satisfaction Survey stating some teamwork and collaboration challenges especially from IT-department throughout the whole company. Second challenge was based on critical low scores on Customer Satisfaction Surveys. Something needed to be done.

ResultatPartner was hired to conduct a customized Training for the IT-department. Steering Group was established with clear goals and mission.

Our working model

  1. Step one; Performance-analysis. Defining strong and weak areas, KPI`s, Goals and Actions.
  2. Step two; Develop customized and practical content.
  3. Step three; Provide practical Training and get people committed to the actions.
  4. Step four; Follow up, measure, communicate, motivate, feedback, implement strategies into actions.
  5. Step five; Secure process. Visualize progress. Adjust goals and actions. Execute new strategies.

Results

After one year; we improved dramatically employee satisfaction index with clear effect on internal cooperation, motivation and collaborations. Secondly; Flytoget raised from 8th place to # 1 on the largest Customer Satisfaction Survey amongst 180 different industries. Our project continued for another 2 years .

“I’ve hired ResultatPartner for several occasions for building management teams and management coaching. They got a great concept which works in real life. Good balance between theory and practical training, direct and honest coaching style which gives fast results”. – Oscar Engeli, IT-Direktor.