Client Cases

Our work with Telia and NENT

our Cases

Case #1 - Telia Company

Leadership and Organizational Growth

Facts about Telia

  • + 21 000 employees in 8 home markets.
  • + 100 trained facilitators.
  • + 8000 trained employees in total.
  • Positive growth and progression on all strategic indexes.
  • Modern, scalable delivery model.
What were Telias needs and goals?

Telia Company’s (21 000 co-workers in 8 home markets) journey as a purpose-driven organization running on values aims to support the development of self leaders who navigate a complex business with high ambitions, strong personal values, and purpose, collaborating together and by doing so contributing to Telia Company’s customers. Enhanced engagement, commitment, and collaboration in a values-driven culture are crucial objectives.

How did we support and contribute to their goals?

The Telia Company and Self Leaders partnership started by establishing the People’s  Recipe, and by doing so creating a platform for initiatives going forward.
We developed three different self-leadership modules – Values in Action, Purpose in Action, and My values –  to actively drive cultural transformation and enhance motivation, and integration of personal and organizational values for employees and leaders.

Our train-the-trainer delivery model equipped the internal facilitator community to create a modern, scalable way of working to build self-leadership capabilities among Telia Company’s employees. Today, more than +8000 of Telia Company’s employees have found their values and purpose, and knows how to apply this in their roles when working with customers.

What was the outcome?
  • A notably higher level of engagement, commitment, and team engagement amongst employees that have participated in Values in Action and Purpose in Action, with a 10% increase in commitment!
  • Positive growth and progress on all index measurements; engagement, organizational capabilities index, goals & strategy index, strategic areas, and leadership index, compared to the previous year.
  • In 2019, Cecilia Lundin was rewarded “HR-manager of the year” for her work of creating a values-driven culture in Telia Company.
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Employees participated

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Trained Facilitators

Case #2 - Storytel

Leadership and Strategy Finalization

Facts about Storytel

  • A company with more than 1 million subscribers.
  • + 20 markets and over 500 employees in 23 offices.
  • We support +100 leaders in ongoing leadership programs.
  • 100% virtual with participants from all markets.
  • Inspirational talks and modules to develop everyone.
What were Storytels needs and goals?

Storytel, with an international presence at more than 20 markets, had the need to clarify and strengthen their culture and leadership in line with a continued growth strategy. They needed a program designed to answer the questions:

  • What leadership skills do we need to advance in order to deliver on our strategy and how do we execute them?
  • How can we help each employee perform at their best by having great leaders who know how to bring out excellence in others?

Storytel’s goals was to create leadership programs for global and local leaders with a broad range of seniority and expertise. Also to clarify, strengthen, and practice the commitment for shared leadership principles in line with the desired direction and culture move. Finally, they wanted to articulate and activate a culture move including the whole organization.

It is eye-opening, challenging but very very important. Great session and I am looking forward to the upcoming ones.

Manager

How did we support and contribute to their goals?

We designed, in close collaboration with Storytel, an experience-based leadership program with actionable modules integrating the latest research with their specific needs. The program was designed to activate their leadership principles and key behaviors in line with the strategy and desired direction. 

We supported the overall culture with inspirational talks with +300 participants and acted as advisors and sounding board in articulating the desired culture involving everyone in the organization in the process.

What was the outcome?

The start of the first program coincided with COVID-19, and quickly we were able to move to a 100% digitally facilitated leadership program. Given the strong outcome already from the first module, the response was that we will continue with virtual sessions no matter how the travel restrictions will change. The digital program for global leaders started in the spring of 2020, and we have a second leadership program rolling out during the autumn of 2020.

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Average of commitment for Shared Leadership principles

Case #2 - Nordic Entertainment Group

NENT logo icon
Leadership and Culture Development
What were NENTs needs and goals?

Nordic Entertainment Group (NENT Group) was established as a separate organization from MTG in July 2018. With their newly formed company, they needed to develop new values and purpose as well as levers to consciously drive towards the articulated desired culture.

This was achieved by setting up a clear intention to drive a holistic third wave culture strategy approach, combining values, purpose, and employee value proposition:

  • Build a shared sustainable culture for the newly formed entity with + 1900 employees.
  • Train managers with knowledge and tools to increase employee awareness and engagement.
  • Include everyone in building the desired culture.
  • Keep the teams connected while working remotely across five different countries.

Extremely smooth workshop with all digital parts working. Very well done! I think we should continue with digital workshops even when we are back in the office, to be able to discuss with people from other departments and countries.

Co-worker

How did we support and contribute to their goals?

We initiated the program with a holistic crowdsourced approach, using workshops and digital tools to get as much input as possible from all employees, managers, and top management. The creative process for articulating the new purpose and values were transparent and data-driven. The result was a high buy-in and alignment when the new values were launched in 2018. 

As a second phase, with the emphasis on integrating the culture in action and everyday work, blended learning team modules were created. To enable managers to be role models, we supported NENT with team tools – to connect with co-workers during their everyday work and follow-up on principles and behaviors. In addition, colleagues have been matched with their “NENT Values Buddies” to connect on a deeper level across teams and different nationalities. 

Due to the COVID-19 pandemic, the rollout shifted quickly during 2020 to a culture and self-leadership program for the whole organization based on large virtual meetings.  Digital facilitation has made it possible for everyone to join the sessions and connect with colleagues from other departments and teams. Within the self-leadership programs, we co-created 4 modules, related to their BEAT values (Bravery, Equality, Appreciation, Trust) and theoretical fields in self-leadership: values, strengths, and development areas.

What was the outcome?
  • + 20 trained internal facilitators.
  • + 50 workshops met 80% of the workforce across 5 different countries.
  • Awareness of BEAT values top-scored within the overall employee survey.

Case #4 - Lindex

Leadership and Value Creation
What were Lindex needs and goals?

Lindex is a fashion chain store with boutiques in Scandinavia and Europe. As a global organization, they launched a new vision with the aim to create clarity in Lindex’s ”why” and strengthen a shared direction. The desired outcome was to increase the employees’ ability to lead themselves, take more responsibility for their deliveries, individual sustainability, and learn to prioritize based on Lindex’s strategy, vision, and goals.

How did we support and contribute to their goals?

We developed, in collaboration with Lindex, two types of self-leadership programs. One for the leaders and employees working in the office with a fully digital approach. The other program was customized in a format suitable for managers and employees working in the stores. The purpose of the self-leadership program was specifically to develop employee’s ownership, accountability, and innovation to activate Lindex’s new vision and strengthen the culture. For example by allowing employees to reflect on their personal why / their values ​​and understand the connection to Lindex’s values ​​and vision.

What was the outcome?
  • The journey started with the top MGT team to get everyone on board with the journey to activate and strengthen the global vision by self-leadership.
  • We then trained internal process leaders to become facilitators to continue the self-leadership work.
  • Today Lindex has internal resources facilitated and leads self-leadership workshops with over 1000 of their employees.
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Employees participated

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Trained Mangers

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