About 70 per cent of all planned change initiatives come, either totally or to a significant extent, to nothing. This shows that change is hard work. The most critical aspect is the management's own work towards change, in other words, management's own ability to see their new role and understand the consequences it entails.
During work towards change, it is important to understand how you think yourself and how this affects behavior. When we think, we use pictures that seem meaningful and which are based on our experiences. These mental/psychological images affect what we experience, which leads to a "self-fulfilling prophecy".
A successful way to achieve change is an integrated management and business development program. What you then do is to create new mental images through practical work towards change, combined with learning. The result is that the managers see themselves through new eyes and can lead the change process in a much more efficient manner.
At Swerea IVF AB, we have used Produktionslyftet, among other ways, to design a working method for "Lean journeys" where we integrate culture and structure to result in continuous change. The Lean journey is centered around learning and we are working on several "fronts" at the same time. One "front" is through training, where, we cooperate with, Chalmers University of Technology, for example, in a residential university program, which gives 7.5 credits. Another "front" is the implementation of a workshop on the company. We currently have a wide variety of different workshops that are formed according to the company's unique needs. A third "front" is mentoring, where we act as a sounding board and pressure group.