JEVI A/S

Starting point: Growth and value-creating behaviour at JEVI

• JEVI is on a growth journey with a strategy focused on simplification and increased value creation
• The goal is to strengthen motivation, collaboration and value-creating actions in everyday work
• The ambition is to strengthen the organisation's foundation for new demands through a shared and improved way of working and collaborating
• A desire to become “more alike than different” and strengthen productivity and leadership through more consistent practice

Challenges: Different habits and a need for clearer leadership

• Different perceptions of customer needs, collaboration, leadership and proactive behaviour
• New initiatives that challenge established habits have historically been deprioritised
• Employees are asking for clearer alignment of expectations, communication and leadership
• Large fluctuations in results and performance, and significant potential for improvement through changed behaviour and product mix

Process: Gap analysis, workshops and training in everyday behaviour

• Gap analysis of the company's value chain
• Interviews and observations before, during and after individual and group meetings
• Mapping of potential and barriers to developing behaviour and collaboration
• Presentation of insights and joint alignment of direction and expectations with the management team and the organisation
• Rollout and embedding of the desired behaviour through workshops, training and execution support in individual conversations and joint meetings

Results: A shared training culture and stronger leadership practice

• Establishing a training culture based on the company's strategy and values
• Best practices are integrated into everyday work and contribute to improvements in collaboration, technology, processes, workflows and leadership
• Leaders know how to inspire and develop both their employees and themselves with greater effect

Decisive turning points in embedding shared behaviour and leadership

• Best practices for value-creating behaviour have been mapped and concretely described
• Ongoing sharing of success stories supports the desired behaviour in the organisation
• A shared leadership style, language and mindset set the direction and inspire the desired everyday behaviour