Nordic Morning Group

What were nordic morning groups needs and goals?

Our client’s needs are changing due to the digital transformation that affects all industries, as well as society. In the beginning of 2017, Nordic Morning Group was made up of the parent company, Nordic Morning Group Plc, as well as six Finnish and six Swedish subsidiaries. A new strategy was needed and developed in close collaboration with our clients. We went from 12 companies to a group with three business areas with clear offerings (that is our what), held together by our shared why and how.

The group has change in its DNA yet we still needed to strengthen the ability/resilience to handle and be successful on the continuous change journey ahead after the new strategic direction and organization was set. Spring 2018  was the starting point together with Self Leaders to define and establish a common shared culture and what behaviors we wanted to see more of in order to empower self-leadership.

How did we support and contribute to their goals?

In the beginning of 2018 NMG and Self Leaders started the collaboration by defining Nordic Morning Group´s common values. This was done through a co-creative/transparent bottom-up process involving all employees. The outcome was 6 different Guiding Principles with high buy-in and recognition factor thanks to the extensive and collaborative process led by Self Leaders.

As part of the process, Self Leaders introduced all employees to the Values Tree concept discovering their personal values and drivers.

During the beginning of 2019 a set of common tools was established with the purpose to strengthen our Self Leadership competence to support the growth of our culture and the behavior we wanted to empower.. To ensure the use of the tools and increase employee’s awareness and engagement all employees participated in several trainings held by Self  Leaders. The tools were integrated into existing NMG processes and the daily operational work. Examples: starting all meetings with a check-in, feedback, and MIT’s became parts of the Development Discussions and AAR a given part of our project evaluation process.

We have continued the cooperation with Self Leaders during 2019 to continuously develop and nurture our culture and our approach has always involved all employees. This being an important part of empowering self-leadership at all levels in the organization.

What was the outcome?

We have reached the goals:

• There is a common/shared culture in place – our guiding principles are alive.

• A high level of self-leadership competence among our employees – our data shows a significant improvement. During covid19 the results have increased even more.
• Defined/Implemented a set of shared tools to support and impact the culture. Today the tools for change are in place and are a part of our daily work and operations.
• Check-in has become a routine procedure in all our meetings (especially important during remote work)
• We have closely monitored the impact of our cultural  work through different employee surveys and the data shows: Significant improvement in self-leadership i.e. employees feel they are empowered in own decision-making (on a scale of max 5 – 2019: 3.66 —2020: 3.98)
• Thank’s to the high level of self-leadership competence in the NM Group we have managed very well during the Covid19 pandemic. Our specific surveys to monitor the Corona situation shows that employees rate (on a scale of max 5) that “it is clear for me which tasks to work on and how to prioritize” 4,51 and “I can carry out my daily work tasks efficiently/successfully” 4,57. An amazing result!

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