Norsk Hydro

“The potential is significant, and we are unlocking it right now – as we speak”
Mette Boye Sørensen
Managing director
Hydro Extrusions Denmark A/S

Starting point: Growth and behavioural development at Hydro Extrusions

• Hydro Extrusions has an ambitious growth strategy focused on scaling and differentiation in the market
• Hydro builds on a strong culture and tradition of supplying aluminium profiles and is moving towards more complex aluminium solutions
• A desire to develop behaviour and performance and create an environment that attracts and upskills employees and managers
• The goal is a stronger organisational foundation with better collaboration and increased productivity across the organisation

Challenges: From strategic requirements to value-creating behaviour

• The growth strategy requires more value-creating behaviour from both managers and employees
• A lack of clarity about expected behaviour makes it difficult to work proactively and create value
• A sense of persistent workload pressure and understaffing
• A busy everyday life and the lack of a shared frame of reference make it difficult to develop competencies and working practices

Process: Behavioural analysis, training and hands-on leadership development

• Insight into the company's strategy, goals, analyses and job descriptions
• Interviews with managers and employees, and observations of status meetings, team meetings and 1:1 conversations
• Behavioural analysis that uncovers potential and behavioural barriers and results in concrete recommendations
• Joint alignment of the desired behaviour through a workshop and training in concrete everyday situations
• Support in putting the desired behaviour into practice through feedback and coaching of managers

Results: Increased productivity and shared value-creating behaviour

• Simple and practical guidance on the shift from current to desired behaviour, with concrete examples of what the best say and do
• Increased productivity through more consistent and agile behaviour across departments
• Behaviour and mindset that support profitability have been identified and made concrete in behavioural design
• Reduced dependence on individual top performers

Decisive turning points in embedding new behaviour

• A coherent development process with gap analysis, a shared frame of reference, graphic tools and concrete examples and guidance
• A shared and concrete picture of what value-creating behaviour looks like in practice
• Ongoing everyday training and competence development – “little and often”