Our customers are Swedish and international companies within the energy sector, construction, technology, property and municipal operations
The infrastructure company
To meet the future, the company needed to create and implement a winning strategy and develop the organization with a view to offering the best service on the market.
The implementation was well planned and fully supported by management and the work groups – and as a result was highly successful. The level of expertise among managers and employees rose considerably and the company’s profitability increased measurably in EBITDA. (References available on request.)
The construction company
Unify the management group around a strategic platform which will guide the construction company over the next five years in terms of customers, organization, product segments, local markets, management and corporate culture. Also draw up assignments for managers and key personnel, identify and implement KPIs and build support for and introduce value-creating activities which boost efficiency and perceived customer benefits.
The company gained a clear course direction and as a parallel effect of the work, the group’s ability to cooperate and execute grew. A vision, business concept, goals and strategies were developed and broken down into specific tasks for each member of the management group. A common thread was established throughout the work by analyzing the markets, developing strategies and conducting continuous follow-up on an annual basis. (References available on request.)
The real estate company
The owners gave the real estate company larger and more wide-ranging responsibilities, and as a result a need grew to develop and change the corporate model and structure of the organization. The goal was to improve the efficiency and strength of the company.
The project’s overall objective of improving business strength and efficiency was achieved. The new structure was launched on schedule and at a lower project cost than budgeted. (References available on request.)
The consulting company
Hamrin & Partners, working with an internal work group from the consulting company, were contracted to draw up a new strategy and organization for what would become a new division within a major Swedish energy company. The contract included analysis, research, idea, implementation plan, copywriting, coaching as well as process and project management.
A factor critical to the success was that the strategy could not cause the loss of key personnel. Even though there would be changes among executive positions. Another factor was that the project would not encroach upon debiting and earning capacity. Three months after implementation of the strategy and the emergence of a new organization, not one key staff member had left the company. Moreover, the company’s capitalization ability improved over what it had been before. (References available on request.)