{"id":785,"date":"2014-06-05T09:35:44","date_gmt":"2014-06-05T09:35:44","guid":{"rendered":"https:\/\/ulricrudebeck.com\/?page_id=785"},"modified":"2014-10-15T19:14:48","modified_gmt":"2014-10-15T19:14:48","slug":"skanska","status":"publish","type":"page","link":"https:\/\/ulricrudebeck.com\/en\/case-2\/skanska\/","title":{"rendered":"Skanska"},"content":{"rendered":"

Skanska<\/h1>\n

Unit:<\/strong>
\nSkanska ExChange (SXC)<\/p>\n

 <\/p>\n

Goal:<\/strong>
\nTo change the production of housing in order to reduce the building production costs of housing in multi-family units by at least 25% within the Nordic countries.<\/p>\n

 <\/p>\n

Assignment:<\/strong>
\nTo formulate a vision which unifies and focuses the work of the unit and produces efficiency in the various units in the Nordic area.<\/p>\n

 <\/p>\n

Effective consultancy\u00a0investment:<\/strong>
\n5 days<\/p>\n

 <\/p>\n

Time spent per organisation:<\/strong>
\nNo particular time over and above meeting with consultant, was included in normal line work.<\/p>\n

 <\/p>\n

Result:<\/strong>
\nThe vision work created a picture of how to achieve a vision of this type, and a new strategy for production responsibility in the line organisation.<\/p>\n


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