Read about some of the challenges that our customers have faced. The businesses were well run, but various challenges had to be addressed to ensure a successful future. A common feature of the businesses was that they lacked perspective and tools to develop a prioritised action plan.
What challenges do you face?
This consulting engineering firm AAEN A/S Rådgivende ingeniører, built a healthy and solid business which is well regarded in the industry. The founder had personally found all new customers through his personal network. This historic position meant that he was unable to train his people and release more autonomy, in particular within the sales team. They also lacked any mapping data for market opportunities within the sector, and had limited HR capacity to improve employee well-being and organisational development.
Over a period, clarifying the vision and strategy and defining target groups was implemented. Management and sales training ensured the plans were executed. Then various events were organised, to anchor the progress within in the organisation, including partner seminars, workshops about choosing services and technologies to focus on. Furthermore, 100 PLUS carried out an Organisation and Job Satisfaction Survey to ensure that the business developed in the direction that the staff wanted it to with subsequent welfare projects that were carried out. It also introduced value-based performance management.
Today it is the staff who finds new customers, securing the business’s future. Every two years, the management team performances a Business Survey, partly in order to take the temperature of competitiveness, and partly to get a prioritised action plan for the development of the organisation
At this maritime architects and consulting engineering firm, OSK-Shiptech A/S, the highly capable CEO generated actions for his staff to perform. However, he did not have the energy to focus on employee well-being or the initiation of internal processes around quality, efficiency and communication, all of which are necessary to ensure the organisation’s continued competitiveness. The firm employed a dozen key account managers, all of which managed large customers. The company was highly dependent on these key account managers who had built strong relationships with their customers over many years.
A Business Survey was undertaken which uncovered and helped prioritise areas of actions. Consequently, a Sales Training Course and an Organisation and Job Satisfaction Survey was carried out, resulting in a workshop and the establishment of different internal working groups. These groups prepared constructive proposals to ensure work quality, efficient and productivity-enhancing communication between departments. The projects are still continuing and the groups continue their work with the implementation and further development of internal processes.