Business Transformation2018-10-25T12:02:24+00:00

Project and Program Management

Project and Program Leadership

Bridge strategy and execution, delivering true business impact with successful projects and programs
Projects and programs are the execution engine of new products, services and change initiatives across the business. Building and continuously sharpen project and program management capabilities is key to deliver customer value. The project effective company leverages all aspects of project and program leadership. Thereby, significantly increases the project hit rate and improve the competitive edge of the company.

Project and program management is the crank in the company’s execution engine

Projects and programs are the effective execution engine for change in all organizations. At all levels of the organization, from strategy coverage to optimization – across all functions of the company from HR and economy to production and logistics.
Project management can simply be considered as the management of deliveries, time and resources to drive the project from idea to realization. But project management is much more complex, and the potential within project efficiency is high. Project / Program management often refers to the discipline of the team and to the head of the project / program, but companies can advantageously focus a lot wider: The road to project efficiency goes not only through the training of the individual Project Manager, but through the training of steering groups and project participants as well as the construction of efficient processes.
Traditionally, project management is a planning discipline creating coherence between project scope, budget and time. Scope is often specified and locked early in the project, but numerous projects have been challenged on both time and budget. Based on the software industry, new methods for executing the project, including SCRUM and Agile, are on the rise. These methods challenge the one-sided focus on a stuck scope. Instead, they focus on continuously adjusting scope in terms of budget and time, driven by prototype learning and tests throughout the project. Both traditional project management and agile project management can be effective, but the approach must be chosen and tailor made according to the project’s goals, the project’s surroundings and the organization.

Within the framework of the projects, including project models, governance and tools that are closely linked to portfolio management, for project management it is necessary to distinguish between management and leadership of projects.

Management of projects

The disciplines within project management include project planning, time and risk management, quality assurance as well as compliance with processes and templates. Competencies the well-trained project managers should master and which must be continually enhanced through the exchange of experience between the organization’s project managers and external inputs.

Leadership of projects

Project leadership is just as important as the project manager’s ability to execute project management. The role of a project or program manager is a discipline that requires strong management skills and experience. Key words are team performance and thus the project manager’s ability to establish and continuously strengthen the team’s cohesion, cooperation, trust and performance.
The project manager, as head of the team, must balance the efforts in relation to the team and the individual project participant as projects, usually, go across functional areas. Close dialogue with direct and indirect stakeholders is one of the keys to effective project management. Situational management, tailor-made communication and conflict management are also skills the project managers should possess.
Project management has existed since the Egyptians performed the first pyramids but remain a key competence, crucial for companies’ ability to develop, execute and implement internal and external changes. The striving for project efficiency is the key to improving the company’s competitiveness.

4IMPROVE experiences:

  • Establishment of a project manager function in organizations for the benefit of corporate governance and management of development activities.
  • Competence building in the form of courses and coaching courses focusing on project management discipline and steering group participation.
  • Development and anchoring of effective project management tools that ensure consistency in project implementation, including visual management methods.
Case | Elopak
Case | BoConcept
Case | Jeld-Wen

Portfolio Management

Succeed with the right projects and programs through Bridge Strategy and Execution

Portfolio Management is a leadership discipline and a process
Reluctance to kill off projects, weak decision points and projects selected on the basis of emotions and politics are pitfalls that lead to high failure rates, significantly increased time to market, reduced employee motivation and customer dissatisfaction. 44% of strategic initiatives are unsuccessful. Strong portfolio management is the key to maximize value, ensure strategic fit and to ensure an ideal balance in the portfolio projects.

Portfolio Management connects strategy to execution and creates focus, speed and efficiency

Strong portfolio management is the company’s key to effectively bridge building between strategy and execution. Despite the importance, portfolio management is still not a priority area in a broad sense. To achieve results, portfolio management requires systematic work – both process and organizational.
Portfolio management is a process that identifies, selects, defines, prioritizes and monitors projects and programs in an organization. However, portfolio management is also a management tool responsible for prioritizing initiatives, programs and projects in the portfolio.

A lack of focus on portfolio management leads to choosing the wrong projects and starting too many projects, creating queues. This means an increased risk of error, too few winning projects reach the final line, demotivated employees and significantly increased idea to realization process. Final result; dissatisfied customers, unmotivated employees and reduced competitiveness.

Portfolio Management as a process

A strong portfolio process must ensure that companies evaluate and prioritize projects and programs based on relevant requirements that basically address 3 factors:
1. Maximize the portfolio’s value, eg. Net Present Value (NPV)
2. Ensure strategic alignment so that selected projects and programs support the strategic objectives
3. Achieve the right balance in the portfolio, including risks in relation to benefits
In addition to ensuring a strong process for evaluating ongoing and upcoming projects, including ensuring optimal asset management, the company’s portfolio setup should also recognize current activities or products. In relation to product development, it is not enough to focus on new products. The prioritization of new and ongoing products must also be balanced with the existing portfolio of products, taking into consideration the product life cycle and competitiveness as to which new products should be prioritized.

Portfolio Management as an organizational body

Portfolio management is more than just a selection process. A project office (PMO) is responsible for several focus areas, including ensuring that the processes used in and around project execution work optimally and are executed properly. Resource planning is a challenge. Effective portfolio management focuses on the flow of projects rather than a unilateral focus on resource optimization. The latter increases the risk of queues, if there is no balance between the number of projects and actual resources. Involvement in too many projects at a time and thus many context changes reduce employee efficiency.Governance is another central issue in portfolio management, it involves the establishment of decision-making processes tailored to the individual company. Governance is not an administrative straitjacket, but a framing to ensure optimal growth conditions for projects and programs within the strategic guidelines of the organization. The ongoing monitoring of project performance benefits the company’s competitiveness because the decision-makers have an overview of the portfolios health and the right handles to continuously optimize the portfolio’s composition.

4IMPROVE focus on process and organization. We are experienced in:

  • Establishment and implementation of the right governance structure for the individual company with focus on decision making and execution competence.
  • Determine the process of selecting, prioritizing and monitoring portfolio activities.
  • Establishment and anchoring of visual portfolio management for the benefit of cross-organizational transparency and overview.
  • Organizational set-up and competence development that support the agreed processes, including securing the necessary competencies in the PMOs.
Case | DOT

Customer Experience Management

Customer focus in every business process

The customer’s total experience should be the focus of the existing business processes. All touchpoints between business and customer are essential for the customer experience value creation. The customer experience should be a coherent set of touchpoints across media, and the underlying processes should deliver more than the customer expects.

The customer’s traditional decision-making process is undergoing change. New channels, social media and rating sites increasingly showcase the company’s products and processes, and therefore influence the customer’s decision-making processes, as well as the overall experience they have of the company. A good product can no longer compensate for bad experiences with such things as delivery, service and support, invoicing etc. Indeed, today, the product is perceived as the customer’s complete experience of the company over a longer period of time.

The customer’s experience of the company is largely based on emotions rather than purely the physical product, or the dialogue they have with customer services. This emotional experience is the sum of the total input the customer receives about the product and the company, and it comes from the web, social media, friends, family etc.

Companies typically have several people responsible for the end-2-end customer experience. This is frequently the result of divisions in the functional organisation. This division separates managers who are responsible for sales, marketing and customer analyses, customer service and support, product development, web/IT etc. Each department usually has its own goals and incentive schemes based on qualitative evaluations of time, quality, errors etc. This data is not necessarily shared across the organisational boundary lines, and therefore is not used qualitatively to improve the underlying processes across the organisational dividing lines. Consequently, each department may produce acceptable results, but it is possible that the collective customer experience is still well below target.

Harvard Business Review’s survey suggests that up to 70% of customers receive advice from others before buying, 65% of customers research the products thoroughly, and up to 53% of customers comment on a brand or express concern, or even complain about a brand or a product. At the same time, 45% of companies admit to having very limited knowledge or no insight at all into how customers interact digitally with them. Advertising and retail campaigns use up to 90% of marketing expenses, despite the fact that the most important impulse to buy comes from another person’s recommendations.

It is imperative that companies, on a cognitive level, are in the same “place” as consumers. It is vital that the webshop and the physical shops support each other, and not least of all, the different sales and information channels operate in synchrony, so consumers gain a total experience, regardless of which channels they use.

How to work with Customer Journey Experience

Figure 1: Telecommunications company, where the individual areas deliver quality around the 90% mark, but where the overall customer experience is still only 65%.

Figure 2: The merger between webshops and physical stores. Norstat’s analysis is presented on behalf of Dansk Erhverv.

In addition to working on project optimisation and continual improvements, there may also be the need to bring the customer much closer to the processes. This can be done by measuring customer experiences, and engaging in comments and evaluations from rating sites.

When processes are optimised in the course of a Customer Journey, the starting point is the customer and the emotional responses that arise when they are in contact with the company.  Emotions emerge during direct contact with the company, through a lack of contact and through indirect contact the customer has with the company on the web, Facebook, LinkedIn etc. This involves a wide group of employees, equally as it involves concepts such as “field study”, “mystery shoppers”, or interviews with selected customer groups.

The aim of the analysis of the customer’s emotions is to identify the situations where the customer feels uncertain, is missing information or cannot interpret the value offers of the company, which inevitably will lead to a lack of satisfaction and a risk of loss of sales or a reduction in loyalty.

When the desired customer experiences have been designed, and the impediments have been identified, the underlying processes can then be optimised, thus increasing efficiency in the processes. Optimisation of the processes in turn improves systems, manual workflows, resources and competences, as well as the applicable organisational and regulatory conditions.


The structure and systematic work involved in optimising the customer experience and the underlying processes and systems provide significant benefits. Apart from increased customer satisfaction, less complaints and better market ratings, there is a directly measurable impact on targets such as churn, additional sales and more upsell, lower cost-2-serve, and an increase in engagement of the employees involved in the improvements.

Structured work on the Customer Journey improves the company’s results. Harvard Business Review and McKinsey & Company

The company’s most important asset is its knowledge capital. Despite this, and more than 50 years after Peter Drucker introduced the term, it is somewhat worrying how little time is invested in knowledge workers of a higher order when one examines the operation of many companies. This is principally because companies have focused on automating tasks. This renders employees slaves to systems that shift data between more or less automated processes within systems, spreadsheets and documents.

Over many years, companies have been engaged in optimising and improving administrative processes in order to reduce cost-to-serve, and improve efficiency within processes. A lot of money has been spent on IT systems for the automation of processes, where systems typically settle processes in different workflow forms. These activities result in fragmented processes, where employees shift data between systems, perform standard data processing, or decode system data. Several companies have, at the same time, outsourced standard administrative tasks to lower-paid labour in Eastern Europe, where today there can be several hundred employees undertaking standard system tasks.

The classic challenge is that data is dispersed throughout many sources and systems, and integration often demands complex and costly solutions. Robotic Process Automation, or software robots, automates manual repetitive information-driven processes, regardless of source. It therefore offers value for the company to automate even minor manual tasks, because there are fewer errors and lower cost-to-serve.

Software robots interpret the user interface of third-party applications and configure them to perform steps which mimic those of a human user. Rather than being programmed, the robots are configured (trained) by using demonstrative steps. The robots are therefore not merely another system that needs to be developed, but are flexible and configurable software. As a result of this, they allow non-technical “business” users within operational departments to automate even small administrative processes. Therefore, a software robot is a virtual employee, that can be quickly configurated by its user, and in this way, it can automate administrative tasks in order to achieve a lower cost-to-serve.

Within finance, up to 60% savings have been made on administrative expenses, through the introduction of RPA (source: Sanistål.) Moreover, Harvard Business Review describes cases where two employees from very large companies can maintain 300 robots which can undertake the tasks of 600 employees.

Our recommendations, according to Gartner:

  • identify and quantify the possibilities by also using RPA for revenue-generating activities in addition to expense-reducing or compliance activities. The focus should not solely be on reducing labour costs
  • Maintain conservative expectations concerning what RPA tools can achieve, and how the company can utilise them to support digital transformation as part of an automation strategy
  • Begin with rule-based, standardised processes that intersect multiple systems. Assess RPA opportunities where employees work primarily to shift data between systems – and where employees work with structured and digitalised data that is managed in line with set rules

This analysis forms the basis of your company’s automation plan.

At 4IMPROVE, we can assist in analysing and identifying processes that have the greatest potential for robotic automation, equally as we can support the implementation and launching of the software. We use sub-contractors to deliver the software, so the final solution is the result of the customer’s requirements.

Case: Sanistål


Today, customers’ expectations of response times to enquiries mean that companies need to be more efficient at forecasting and planning for fewer complaints and more positive recognition in their marketplace. There is a directly measurable outcome for such factors as churn, more sales and further upsell, lower cost-to-serve and increased engagement of the employees involved in the improvements. The traditional service is also undergoing reconstruction, so more channels can be utilised to provide customers with the service they expect. Such channels include the telephone, email, chat and social media. Customers expect rapid response times from all channels, and this in turn makes greater demands on the company to plan manpower, and at the same time manage market-driven activities.

Regardless of the size of the company and the customer-oriented functions, there will be a need for planning for both employees, and for the company’s internal functions that affect the employees’ contact with the customer regarding responding to queries.

A critical prerequisite for preparing an exact plan is the company’s ability to predict the cycle from which the contact comes. Such forecasting emerges from data and statistics from years and months back, as well as knowledge about individual employee and process performance.

Historical data and developed statistical models are connected to the customer-oriented functions, which are typically sales and marketing. Consequently, the forecast is fed information pertaining to campaigns and market activities that should lead to an increase in requests. Such knowledge is used for planning and training, and to provide employees with information which will better equip them to guide the customer.

A key method in improving customer experience is to improve the link between employee time schedules and market activities. Establishing sales and production meetings can often help the company on its way to more efficient planning, yet whilst even to a smaller degree, statistical forecasting work should not be neglected. Lacking merely one person within medium-sized customer service functions can mean a decrease of up to 25% in the company’s aim to meet its response time targets.

A precise forecast which is linked to sales and marketing activities, allows the company to be more accurate when devising employee time schedules, as well as plans for internal activities. In this way, all channels can be adequately manned, based on the most critical customer contact times during the day and week.

For following-up and evaluating forecasts and plans, Performance Management and Leadership methods are typically utilised, so the company can continuously improve plans and conform to them. When Workforce Management is correlated with Performance Management, Knowledge Management and employee training, Workforce Management gains positive results from day one.

A whole host of IT systems for improving Workforce Management in companies are available. In our experience, companies can achieve a great deal by utilising datamining and statistical models via ordinary Office tools, and without investing in costly IT systems. It does, however, depend on the size of the service function, how developed it is, and the levels of datamining and planning skills. 4IMPROVE does not work with specific IT solution suppliers, but instead collaborates on requirements, clarifications for the suppliers, and implementation of the selected systems.

Lean Process Transformation

Unlock your full potential and create increased performance in the processes.
Improvement potential in the companies’ business processes are often overlooked in spite of the great potential that often lie hidden here. By focusing on business processes with LEAN as a foundation, the company can enhance resource utilization, flexibility and responsiveness.

Whilst business processes within the company are continually adjusted and adapted to changing prerequisites, many experience that processes do not function optimally. Even worse, the waste in the processes is so subtle and vague, employees working with them on a daily basis do not recognise this waste, nor are they able to change the situation.

Many companies are organised by function, and have established functional goals. The focus is primarily on sales, production, distribution, stock, HR, administration etc. Processes operate across the functions, which heightens the risk that the companies experience a suboptimisation of the processes in the effort to improve individual features. Suboptimisation of processes engenders ineffective processes which, in the worst cases, affects the customers and causes cost-to-serve levels to be too high.

LEAN is a production philosophy that is essentially about creating value for customers using minimal effort. Many companies have experience with LEAN, some with success, whilst other have experienced implementation failure, or the work being either undermined by other “projects”, or perhaps even forgotten. One of the prerequisites for a successful LEAN strategy is that companies manage to initiate and maintain continual improvements in the processes. This is not solely the responsibility of management, because all employees must contribute as active participants.

Unfortunately, administrative processes are often overlooked, regardless of the fact that there are many possibilities and resources hidden precisely here. By focussing on the administrative processes with LEAN as a method, it is possible to strengthen the company’s resource usage, flexibility and responsiveness. It is, however, crucial that specific LEAN goals have been set prior to commencement. This necessitates experience, consideration and stable process management to ensure optimal and lasting results.

Companies with less developed processes often find that there are issues concerning employee welfare, as a result of ineffective processes with extensive wastage. Indeed, it is particularly during pressured periods that processes which do not function become more obvious, resulting in employees being exposed to higher stress levels. Often, employees are unable to see the challenges themselves, nor change the situation in a cross-functional way, which in turn may result in lower levels of well-being and higher levels of stress at work.

LEAN process transformation can therefore have several purposes, but most often they are:

  • optimise the company’s core business processes, primarily through LEAN methods, but also Customer Journey, Six Sigma etc.
  • Implement methods that create continual process improvements and maintain the activities in the new culture once the project has ended
  • Strengthen and improve maturity in process work so that both management and employees know, follow and ensure that the desired quality is met in the process output
  • Train and educate employees so that they become part of the process of improving the business and instigating culture change in the company
  • Lower cost
  • Lower risk
  • Improved uniformity of process
  • Improved quality
  • Increase in customer satisfaction
  • Simplified production

The effect of a LEAN process transformation project can be observed in several areas of the company. The aim of the project is process optimisation, transparency in processes across organisational functions, increased employee knowledge, understanding of processes and an improved culture that continually improves processes.

The results come in the form of:

  • Lower costs as waste is removed from the processes, and employees become more effective and use less time on tasks
  • Risks are identified and minimised. There are economic, qualitative and regulatory risks that are minimised
  • Employees become familiar with the processes, which create more consistency every time a process is executed
  • Quality increases in line with an increase in consistency, whilst waste is eliminated and throughput times are minimised
  • Customer satisfaction increases as customer-oriented processes are digitised, throughput times are reduced and quality is improved
  • Production (both physical and administrative) is made more transparent and manageable in order for more strategic projects to be prioritised and implemented
  • Employees thrive more in the workplace when processes are optimised and inefficiencies and wastage is eliminated
Case | Hi-Fi-Klubben
Case | BoConcept
Case | Jeld-Wen

Performance Management

Create a sustained and motivated performance system that increases competitiveness. Traditional Performance Management is typically built around heavy administrative systems with unilateral annual evaluations. This approach appears judgemental and demotivating, rather than encouraging development and improvement. The successful organisation forms its goals from providing the employee with a strategy that has a logical context to ensure that developments are in the right direction. By combining this with continual feedback on status and initiatives, it is thus possible to ensure overview, employee retention, motivation and engagement.

A solid performance management structure that has been worked through guarantees the company an overview of the development of initiatives and the influence it has on business processes. This makes it possible to retain positive development, whilst being able to block or adjust negative effects. This is achieved through the implementation of coherent objectives that operate on all levels in the organisation. Such objectives are formed for the individual employee, the department and the company as a whole. By using logical/hierarchical correlations between the levels, it is possible to ensure that developments occur in the right direction. Continual feedback on both status and initiatives is essential regarding such matters as the need for quick corrective action – in the case of undesired developments, for example. This feedback also serves to continually motivate employees to pursue the goals they have set for improvement.

Whilst traditional approaches to Performance Management are based on heavy administrative systems with rather unilateral annual evaluations that often seem judgemental and demotivating, the modern method manages to both develop and improve. The so called modern Performance Management differentiates itself from “traditional Performance Management” by being built on SMART goals, as explained here.

Over time, SMART has been defined by many, and in many variants. One of the first descriptions, however, came from George T. Doran, who in November 1981 described it as[1]:

SPECIFIC – focused on a concrete area or activity of improvement
MEASURABLE – quantify or at least qualify a development/trend
ACHIEVABLE – Illustrates an achievable target
RESPONSIBLE – assign someone to take complete ownership and responsibility
TIME-RELATED – set time limits/deadlines

The concept was subsequently developed to, e.g. SMARTER, as one of the more relevant concepts. Two examples of SMART+ER are:

  • Evaluate consistently and recognise mastery[2]
  • Evaluate and review[3]

In these versions, the definition of SMART is retained, where the addition of -”ER” focuses on and underlines the need for consistent evaluation, acknowledgement and reflection of the structure of things, whilst in constant collaboration with employees and/or the department. Setting objectives, actual goals and follow-ups of these ensures a close correlation between Performance Management and Key Performance Indicators (KPI Landscape, KPI Structure or simply KPI), and in many cases, KPI is the tool used for visualisation, follow-ups and retention.

It is essential to focus on the fact that KPI literally means Key Performance Indicators. Indeed, KPIs are important trends for the company’s development, but they are not and cannot be an exact science. KPI must naturally be data-driven and based on fact, but the developmental trends are always more important than “decimal precision”.

As with Performance Management, the essence of KPI is the awareness of current performance levels, developmental trends, initiatives that influence the individual, the department and the company’s performance, whilst continuing to provide the foundation for positive developments, or hinder negative developments. A solid and well-conceived KPI structure is vital for maintaining control of the organisation’s development and performance, initiatives and projects, as well as priorities within these. The KPI structure is therefore the basis of Performance Management, where both elements are dependent on each other.

It is important to bear in mind that Performance Management does not mean that everything must be measured. The skill lies in finding the right areas and contexts that represent overall performance, and only deal with actual and concrete problems using specific measurements. This means, subsequently, that the company’s KPI landscape should be “living”, and thus consist of a series of regular observations that can be altered or replaced in accordance with existing company issues and/or initiatives.

Indeed, measurements, whether SMART or otherwise, cannot stand alone. It is the combination of the aim of the measurements and the action plan for the development of the measurements, that make a difference. If applied correctly, Performance Management and KPIs provide a management tool which creates the following:

  • Feedback on performance – employee influence is placed in focus and is discussed regularly
    Motivation – constructive and meaningful employee engagement
    Burning Platform – through visualisation and the articulation of improvement measures and/or negative developments
    Celebrating successes – visualising development encourages continuous recognition of effort
    Quick corrective action – continual follow-ups provides the possibility for immediate problem-identification
    Process understanding – cross-sectional knowledge of context and the way action influences performance


Identification of key parameters
Construction of measuring tools
Hierarchical coherence to support objectives
Presentation (e.g. whiteboards/screens, war rooms, dashboards)
Development, motivation and quick corrective action


Performance Management
Celebration and feedback

[1] Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives.

[2] Piskurich, George M. (2011). Rapid Instructional Design: Learning ID Fast and Right

[3] Yemm, Graham (2013). Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent

Process Landscape

Understand, connect and synchronise processes to release the company’s full potential

Performance in any organisation depends on the understanding, integration and, ultimately, the management of the company’s key and support processes. Judicious drafting and understanding of the processes involved provides invaluable input for transforming the way the company operates. Ultimately, this process insight is the prerequisite for taking performance to a significantly higher level.

The purpose of understanding the company’s key and support processes is to acquire an essential knowledge of how value is currently being created through the company. Therefore, comprehension of process architecture forms the basis for identifying how this value creation can be optimised – ultimately for creating higher value, delivering value, providing faster and more precise delivery, higher quality delivery and/or cheaper delivery. It is only with a distinct understanding of the company’s process context that the correct optimisation decisions can be made. The alternative presents a high risk for sub-optimisation, an incoherent process chain, waste of resources and dissatisfaction (on part of both the employee and the customer.)

Drafting a process architecture design thus helps to create an overview of the company’s processes, as well as the connections and dependencies. The drafting/understanding facilitates a better and deeper understanding of how the company works and functions as a whole entity, rather than as a fragmented department/individual-based understanding that disregards input and output connections and their optimisations.

A solid process architecture should therefore, as a minimum, contain details about the following:

  • Current processes in the company
  • Interfaces and interactions between processes (internal interfaces)
  • Responsible processors
  • Approach towards customers and suppliers (external interfaces)
  • Identification of weaknesses and/or potential for improvement

The above provides a managerial and comprehensive foundation from which overall decisions about action areas can be identified and considered – as noted in the last point. Subsequent work on improving processes will demand further details, such as:

  • Which activities are performed throughout the process
  • Which organisational units (or departments) participate in the process
  • Which input and output data is necessary and processed
  • Which IT systems should be utilised
  • What situations and risks can emerge in the execution of the process

A series of different tools are accessible for the preparation of details in the construction and improvement of the process architecture. Possible tools include: models such as RACI and SIPOC, which support the establishment of role and responsibility sharing, (Responsible – Accountable –  Consult – Inform), and the understanding of interdependence from supplier to customer (Supplier – Input – Process – Output – Customer). The supplier-customer relationship must in this context also be considered internally within the company, where the supplier-customer relationship operates in the interfaces between process actions. This occurs equally between processes as in-between activities, as with individual processes.

An overview of the process architecture, interdependence etc, does not in itself release the company’s full potential. All improvement and changes demand resolute leadership, focused on the present. For this reason, process architecture and process management are mutually dependent on each other to provide the crucial difference. One cannot function without the other, and it is precisely this combination where strong management demands and expects an overview (process mapping), and actively uses it to make the right decisions, so the process architecture goals are achieved:

  • Improve and ensure alignment throughout the company to meet customer demand and expectations
  • Increase process transparency and therefore understanding of the business
  • Drive efficiency and productivity through the entire business
  • Release employees’ full potential
  • Secure the product and quality of delivery
  • Eliminate unnecessary expenses

Meet our specialists

Business Process Transformation

Thomas Vedel
Senior Management Consultant
+45 22 10 80 22

Nis Kampp
+45 22 10 08 22

Jens Arvad Johansen
Senior Management Consultant
+45 40 42 45 50

Ernst Kildegaard
Senior Management Consultant
+45 40 42 48 40

Morten Munkgaard Møller
Associate Partner
+45 53 38 33 10

Jesper Hyche Sørensen
Senior Management Consultant
+45 22 95 05 96

Brian Kaasgaard Nielsen
Senior Management Consultant
+45 23 66 61 23

Søren Møller Kristensen
Senior Management Consultant
+45 21 44 20 21

Peter Kahr Greve
+45 20 23 61 62

Bo Dencker
Managing Partner
+45 40 75 39 99

Jørgen Vejvad
+45 20 64 88 89

Thomas Brams
Senior Management Consultant
+45 22 63 68 22

Lasse Liltorp
Independent Contractor
+45 25 53 74 25

Brian Vangsgaard
Senior Management Consultant
+45 20 60 75 88

Svend Aage Hansen
Independent Contractor
+45 23 21 36 32

Jørgen Nørmølle
+45 40 36 44 30