Elvstrøm Sails

“When you have a problem you want solved, Selectors® are the people you call”
Morten Gantriis Sørensen, CEO, Elvstrøm Sails A/S

 

Starting point: Shared direction and leadership at Elvstrøm Sails

  • Elvstrøm Sails has completed several acquisitions and builds on more than 60 years of passion for sails
  • The ambition is to strengthen Elvstrøm Sails' position as the preferred sailmaker
  • The organisation comprises four locations in four countries and approximately 350 full-time positions
  • The “Best in class” strategy focuses on delivery performance, quality, employee satisfaction and a unified organisation under “One Company”

Challenge: From strategy and values to daily leadership behaviour

  • Implementing and embedding a new strategy and new values in the organisation's behaviour and culture
  • Strategy, values and direction must be communicated clearly to the entire organisation and integrated into day-to-day leadership
  • Different levels of leadership experience in the management team

Process: Analysis, leadership training and coaching

  • In-depth analysis of strategy, employee satisfaction surveys, plans and processes
  • In-depth interviews and observations of key people and managers in their daily work
  • Processing of all collected data and reporting of insights
  • Rollout and embedding of strategy and values through a leadership training programme and coaching

Concrete outcomes: Shared leadership and embedding of the strategy

  • Shared direction and aligned expectations in the management team
  • Strategy and values translated into concrete leadership behaviour and everyday activities
  • A shared leadership language, tools and mindset
  • A new method and fixed frequency for follow-up that connects strategy to leadership behaviour and supports everyday embedding

Decisive turning points in embedding strategy and values

  • A gap analysis that uncovers underlying causes and creates a shared picture of Elvstrøm Sails' current situation and desired direction
  • Lasting impact through deliberate actions in day-to-day leadership – “little and often”
  • A shared frame of reference for leadership across the organisation
  • Concrete artefacts and best practices that connect values, behaviour and culture

“This type of culture project far from always delivers the desired result. But in this programme we experienced both an engaged management team and a positive organisation, and we can already see that the effort is leading to the expected financial improvements”

Morten Gantriis Sørensen, CEO, Elvstrøm Sails A/S