customer case
Hallandstrafiken
Long-term work gave Hallandstrafiken a more efficient organisation and a stronger sense of togetherness.
Together with YesP, Hallandstrafiken has taken its operations to the next level.
When Hallandstrafiken decided to strengthen its organisational culture after the pandemic, it was primarily leadership that CEO Andreas Almquist wanted to develop. Through stronger and more unified leadership, they wanted to create a more efficient organisation with goal-oriented management and a strong focus on results. They wanted to see a stronger sense of unity and get all the different parts of the organisation to work together better. Now, a few years later, we see a unified organisation that is exceeding its goals in both revenue and profitability.
Hallandstrafiken CEO Andreas Almquist saw great potential for better leadership and a more unified culture at the company. Problems with unclear goals and requirements, a lack of trust between departments and managers, and a strong silo mentality made it challenging to live up to the vision of “The world's best public transport – for the people of Halland.”.
YesP was tasked with developing a culture with a strong focus on goals and results, built on clarity, belonging, security and a sense of unity.
“YesP’s expertise in organisational culture and how they link it to our business makes them uniquely good. They are responsive to our needs and ensure that we take responsibility,” says Susanne Isacson, HR Manager at Hallandstrafiken.“
How did the assignment go?
YesP's consultants first carried out a Denison cultural analysis of the entire organisation. Several areas were identified where the culture needed to be strengthened. We proposed a long-term and sustainable effort where we set clear goals, introduced follow-ups and goal management, and ensured job satisfaction in the management team. The focus was on resolving conflict aversion, working more together and establishing goal management and goal breakdown. We established common structures and expectations for leadership and how each leader should work with their department or team.
Hallandstrafiken's managers have received individual coaching, and the leadership team has worked on:
- Strategy and priorities
- Customer focus
- Objectives, target setting and monitoring
- Delegation
- Change management
- Conflict management
- Values
- Common leadership criteria
With significant involvement from our employees, we developed values that we ”massaged” and refined to achieve strong support and consensus. This work was carried out with great energy and enthusiasm.
Andreas Almquist
CEO of Hallandstrafiken
