The consulting company
Hamrin & Partners, working with an internal work group from the consulting company, were contracted to draw up a new strategy and organisation 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 of the project 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 organisation, not one key staff member had left the company. Moreover, the company’s capitalisation ability improved over what it had been before. (References available on request.)