Vi är mycket glada att få hälsa Carina Qvarngård välkommen till Purple Ivy. Carina kompletterar och stärker vårt utbud av hållbarhets-, styrnings- och kommunikationstjänster.
Carina präglas av sin uppväxt i Ånge; hon är lugn, trygg, positiv med ett rejält driv för de frågor som hon brinner för. Hon är en engagerad utvecklings- och förändringsledare som arbetat många år inom verkställande ledningsgrupper med strategisk och hållbar affärsutveckling. Hon har arbetat större delen av sin yrkesverksamma liv inom Ericsson men kommer senast från Caverion, där hon arbetade som CTO. Hon har specialiserat sig på att skapa miljöer och organisationer som driver utveckling och genomförande av strategier, processer, metoder samt plattformer för produkt- och tjänsteutbud.
Written by Eva Normell, Partner at Purple Ivy AB
How can a company steer itself with confidence into an unknown future? Corporate sustainability is all about meeting the future and in order to work sustainably companies must lean forward, as Astrid explained in Purple Ivy’s September blog post.
A forward-leaning company needs a management system that’s flexible and visionary. At Purple Ivy, when we talk about management systems, we’re not talking about traditional IT or document handling solutions. Rather, we’re talking about a future-focused, systematic approach to business management comprised of a repeatable way of working, a well-defined culture and a clear understanding of core competencies. The emphasis is on how to fulfill the needs of your customers, to help you maximize customer retention and continuously win new customers so that your business can grow. This requires a future-oriented management system that embraces the basic concepts of the circular economy, which include reusing knowledge in processes, reusing experiences in knowledge management, and reusing evidence in product and service development.
We believe there are three essential steps to creating a future-oriented management system that will help steer your company toward your strategic goals:
The first step is to have a clear understanding of where you are and where you want to go. Which aspects of your business will need to change? Set clear ambition levels and commit to them – this is crucial to creating real engagement across your organization.
Improvement always requires change of one kind or another – to your way of working, your processes, your competence or your culture (all aspects of the management system). Make sure to synchronize the goals in your high-level strategy with the parts of the organization where the changes should be executed. Unfortunately, many of the management systems that we have seen in both large and small organizations are not currently set up to support strategic goals. They handle issues that are important, of course, but it is far from certain that those issues are the most important ones facing the organization. Due to the lack of synchronization in these cases, the management system itself is usually not regarded as particularly important from the management team’s perspective because it isn’t able to provide support for business decisions.
- Keep the pressure on
It’s of critical importance that you continue to drive and follow up on all of the changes and improvements that are connected to your strategic goals in all affected parts of your organization. Your management system is an excellent tool for this, since the same framework for managing change can be used no matter how different the specific issues or goals might be.
The questions that will propel you toward a more sustainable business model will vary over time, just as your ambition levels will shift up and down. But we’re convinced that a future-oriented management system makes it much easier to steer an organization in changing times.
The trouble with the status quo
If we compare the future-oriented management system outlined above with many of today’s existing management systems we find a number of shortcomings:
- New external requirements and expectations that affect the company come from a variety of different directions and are handled in different ways. Lack of clear direction from the management team leads to uncertainty about what the goals and priorities are.
- The employees who are responsible for the various questions have a weak connection to process owners, which results in the unnecessary creation of new systems to meet new requirements.
- Employees have a hard time getting a comprehensive view of what’s actually important and quickly return to doing things the “old way” and hoping that the “new way” will be abandoned with time.
- Management systems that are very detail oriented and based on the here-and-now tend to be inflexible. Employees are overwhelmed by all the details and have trouble finding the information they actually need. This setup encourages continuity rather than enabling change and continuous improvement.
It’s obvious that the status quo is simply not good enough for companies that are committed to leaning forward and proactively driving change to overcome future challenges. The time for change is now!
What are your thoughts? I’d be happy to discuss this topic with you further. Contact me at email@example.com