IMD Annual Report 2019

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d. Develop options for decisions and actions owned by the leadership team.

• Winning profitable projects by focusing on the key competencies, customer relationships, value proposition and core processes to capitalize on the group’s combined strength to generate innovative solutions. • Delivering profitable projects, which explored the processes, capabilities and resources required to successfully drive projects for higher profitability, productivity and customer satisfaction. • Efficient supply chain management , including a procurement transformation to ensure stronger capabilities to better work with customers from the design and planning phase through project delivery. • Scalable businesses, which worked on identifying pockets of excellence and building common platforms to leverage and scale up knowledge, business and capabilities. • People and culture, which explored the behaviors required to support and enable outstanding performance, relentless customer focus and the highest standards in project execution.

Teams were sponsored by senior leadership, who provided direction and insight. IMD faculty and experts provided input, challenge and guidance throughout the process. Each teamalso contributed to challenging and shaping outcomes for other workstreams in an iterative process. Reflecting on the journey, CEO Tomas Carlsson stated, “Engaging a large group of leaders early in the strategy process has been time-consuming but still highly efficient. We have a shared view on what needs to change and this will facilitate the transformation once we have set our strategic direction and operational model. IMD has guided us through this process and provided valuable insights from other industries, inspiration and structure.” With “Foundation for the Future”, NCC engaged over 500 executives from across businesses and markets to create their common strategic agenda. Further to creating workstream teams, sessions with the top 150 in two Leadership Conferences raised the level of reflection and pushed for bolder and bigger ideas. A dedicated communication effort was fundamental to engaging and aligning the organization. As a result, the process has contributed to rising levels of ownership and organizational impact as the Group refines options and prepares to make choices on the path forward.

Supported by IMD, client teams ventured on a four- stage discovery process:

a. Conduct an inside-out analysis to understand enablers and barriers, set the baseline and gaps. b. Perform an outside-in exploration to learn from leading companies, define and assess implications. c. Set a stretch ambition and scenarios, to shape areas of choice.