- change communication
- change proces
- changing change
- competence development
- proces design
- change agents
- change management
- business development
- business models
- change processes
- value creation
- green growth
- Project Management
- Stakeholder Analysis
- Zero waste
Open Society Foundation DOTS Latvia
Theater Rio Rose
Danish Energy Company
Spark Process inhouse
Ministry of Environment
Danish Social-Liberal Party
Ministry of Environment
Ministry of Environment
The Danish Authority of Prosecution
University College Sealand
Ministry of Environment
The Estonian People Meeting
Agency for Culture and Palaces
DONG Energy S&D HR
International Oil and Gas Company
Ministry of Environment and Food of Denmark
Municipality of Lolland
Life in Denmark - Municipality of Copenhagen
Agency for Culture and Palaces
Fritz Schur Consumer Group
Municipality of Hjørring
Life in Denmark - Municipality of Copenhagen, Bispebjerg
Luk Basic TrainingDel
The Department's overall objective is to give the Minister and the Government the best possible decision base for proper policies in their field - both nationally and internationally. A strengthened talent factory and feedback culture in the department can clear the way for this objective.
Professionalism, efficiency and flexibility
Consequently, in 2012, it was decided to design and implement a new educational program for all newly recruited academics in the organization. A task that Spark should help resolve. The aim and the expectation for the basic training was to accelerate the development and streamline the performance of the newly employed and thereby enable them to operate more quickly, corresponding to the values of the Ministry.
Development of competitiveness
Spark’s design for the basic training includes learning principles and goals, a program design and scripts, a ‘train-the-trainer’-course and facilitation of internal management involvement, besides a final qualification of the content of the entire process. The work on the basic training continues to run throughout 2013 and will keep focus on developing an even more professional environment in the department.
Luk Business Development and Competence ClarificationDel
The Soros Foundation is a fund that has worked for the Open Society since 1994. George Soros founded the fund and the focus has centered on change, courage, increased democratization, open economy, free press and legal security.
The Foundations focus and economy has from the beginning been directed towards the former East-Bloc countries of Central and Eastern Europe. Based on the results achieved and the development around the world, The Soros Foundation has since decided to pay attention on new growing and fragile democracies in areas like Asia, Africa and the Middle East.
The organizations that developed in the former East-Bloc countries, including The Soros Foundation Latvia, received a lump sum dedicated to the transformation of the organization in the form of a new identity process as an independent, self-financed and self-changing fund.
The challenge and task for The Soros Foundation Latvia was to develop a new strategy for the fund’s focus and how they specifically had to work with it.
Spark helped to create the framework, processes for clarification and training to:
- Identify what a modern fund can and must do in the Latvian society of today
- Competence clarification
- The funds value proposition in the Latvian community
- Strategic development with leaders and management
- Design of involving processes for stakeholders and partners from Latvia
- Training in change management, facilitation, design of processes and business development
Spark is their permanent consultant, sparring and business partner in the transformation, and trains and develops the employees in the fund in citizen involvement and stakeholder management. Spark is furthermore involved in the establishment of the Latvian answer to a public open-air meeting, as we know it from Bornholm.
Luk Business Models in the Theater IndustryDel
Tove Bornhøft and Daniela Piccari founded theater Rio Rose in 1985. Theatre Rio Rose is a theater that debates public issues and challenges their audiences. The theater performances center on social, cultural, political or environmental issues, such as alcoholism, refugees or gender and seek to entertain, educate and raise current social issues.
The theatre industry is characterized by strong competition and an economy under pressure, where subsidies for small theaters are reduced and more requirements are placed on own earnings. The theater manager wishes the theater to achieve a more sustainable economy, which requires intense work with the theaters business model. It has been difficult to find resources and time to develop and optimize the theaters business model.
Spark entered into a development process with Rio Rose, which resulted in an analysis and mapping of the theaters existing business model. Subsequently, Spark developed and facilitated a workshop on business model development, with a diverse group of participants who contributed with their ideas and input on how the business model could be developed in relation to a new group of customers, a stronger value proposition and the use of new communication channels, etc. Finally, a team of chaos pilots helped Rio Rose. With the assistance of Spark, the chaos pilots worked for a month to deliver solutions that Rio Rose could launch in order to strengthen their business.
This resulted in a number of initiatives:
- Specification of a target group
- Discussion on pricing
- Development of strategic collaborations
- Focus on increased visibility
- Use of theater competencies in new contexts
Luk Change ManagementDel
The company is after a period of rapid growth facing a period during which the progress must be consolidated. The optimizing of processes, structure and management therefor becomes important parameters. To ensure that this progress will be effective and sustainable, a desire to work with the organization’s change capacity arouse in the Business Support department.
The Business Support department is working, among other things, on financial projects, implementation of new operating systems, new calculation models, data centers, etc. At the heart of these systems and processes are people, who have to do things in new ways and believe in it before a change actually can unfold and be lived in reality. The desire to be able to manage an effectual, sustainable change progress, which considers not only the development of systems, but also the development of behavior and culture was the incentive for inviting Spark to develop a tailor-made process. The aim was to train the department to improve their capacity to understand, manage and work actively with change management and to create a common language and an essential understanding of how people react in situations of change.
Actual Change Management on Own Change Projects
Throughout the process they worked intensively on their own change projects where various change disciplines and models were tested in specific situations. The team learned more about specific design change processes, which are dynamic, involving, impactful and sustainable and how to manage change processes, which aspire to a whole-hearted involvement. The collaboration with Spark also gave the department an overview and a common understanding into the journey of change, which the department supports by virtue of the projects they manage.
Luk Collection: Large Scale Change ProcessesDel
On August the 21st Spark invited the network to explore what the Large-Scale change processes are and what they demand of us as facilitators.
This link (in Danish) contains a collection of the afternoon’s experiences and the quite interesting dialogue from the day, which most certainly does not end here.
Luk Danmarks Råstof – Tender Documents PublishedDel
Spark faciliterede i foråret en involverende dialogproces for Miljøstyrelsen, der havde til formål at afdække centrale temaer, hvor unge og ældre hjælper miljøet og samtidig bidrager til at fremme nye grønne jobs.
Spark facilitated, in spring 2014, an involving dialogue process with the Danish Ministry of the Environment with the aim to identify key areas, where young and elderly people help the environment and at the same time create new green jobs.
The tender documents were published on the 1st of October and Spark facilitated a “dating-arrangement”, where the Danish Ministry of the Environment introduced the tender call. It was an opportunity to meet others who intended to bid and to establish contacts with potential consortia.
In this link you can find more information from the Danish Ministry of the Environment and current links to the tender documents.
Luk Democratic facilitationDel
Radikale Venstre har som et led i en langsigtet strategi sat fokus på, at partiet skal være i konstant valgkamp og konstant udvikling. Helt konkret har Radikale Venstre lanceret et uddannelsesprogram for kandidater, aktive og kampagnefolk med formålet at give deltagerne redskaber og ideer til kampagner og udfoldelse af national politik lokalt.
The Danish Social Liberal Party (da: Radikale Venstre) has as part of a long-term strategy focused on being a party in constant election battle and constant development. More specifically, the Party has launch a training program for candidates, active members and campaign crew with the aim of giving the participants tools and ideas to create campaigns and launch national policy in local areas.
Modern and Effective Activism
Spark supported the Party’s education program, by providing a handbook in facilitation and a one-day process for more than 100 participants from across the country. Spark designed the process from the starting point that the participants should acquire a basic toolbox to design and facilitate effective, involving and inspiring processes to generate impact. The process concentrated on how to facilitate citizen involvement, how to facilitate policy development and how to facilitate the organizational classics such as general meetings and committee meetings.
Facilitation as Redeemer of Political Interaction
The one-day process contributed in creating more activity, interaction and a future basis for a wider involvement. Spark developed tools to generate more and better ideas and create more and wider networks within the organization.
The starting point was to pin out relevant meeting types and develop a cookbook with ideas on how to design political debate in a new variation of the traditional panel discussion, how to facilitate interaction on the street and how to facilitate meetings with volunteers.
Luk Denmark Without WasteDel
Spark challenged the conventional way of facilitating a conference when we together with Local Government Denmark (KL) and the Environmental Ministry (Miljøministeriet) held a one-day event on enhancing recycling in Denmark.
200 local politicians and officials from municipalities from all over the country was gathered for an abundance of inspiration, dialogue, and exhibitions to collectively find ways to reach a goal of 50% recycling in Denmark.
By creating this abundance of opportunities the purpose was to give the participants a taste of what is possible and afterwards seek out for more information while at the same time find potential collaborators to easier handle the change process they where going through.
Sparks role was to design, co-plan, support, and facilitate the conference and also give input to which stakeholders would be the strongest collaborators for the Local Government in strengthening its position on recycling.
Luk Design and Facilitation of Dialogue ProcessesDel
The Danish Ministry of the Environment initiated in 2014 the project “Raw Materials of Denmark”. With three dialogue workshops the project was the kick-start of three pilot projects to promote green change and create green jobs in Denmark.
Spark planned and facilitated a brainstorm process, an expert workshop and three dialogue-days for the Danish Ministry of the Environment. The brainstorm framed the focus for the dialogue-days and drew up some of the requirements for the pilot projects. A broad circle was invited to the dialogue-days and for this reason the events contained many different disciplines and perspectives. The design criteria for the process were high involvement, responsibility and project ownership, where the participants had the opportunity to state their proposals and ideas later on. The aims of the dialogue-days were to form a qualified foundation on which the three pilot projects could be formulated and tendered.
The first brainstorm session took place in February with 30 special invitees from fields such as green change, the environment, job creation and business development. A handful of experts were invited to the expert workshop in order to drive the project forward in relation to job creation in the public, green change processes and the fusion of these two.
Thereafter about 100 people were invited to three dialogue-days in May on the following topics Building & Construction, Electronics & Textiles and Food & Packaging in Copenhagen, Aarhus and Kolding. The process focused on both the opportunities and challenges in the field and created a solid foundation for a new interdisciplinary network. Spark has designed, facilitated and created networks around new ways of thinking and working with the environment – in fusion with job creation.
Spark compiled the output from the dialogue-days into five main challenges, which was sent out for consultation in the Danish Ministry of the Environment. Here it was agreed on which of the three pilot projects was to be tendered in October. Additionally, Spark designed and facilitated a dating-arrangement where everyone could participate. 60 enthusiastic participants showed up – discussed, pitched and asked the questions that needed to be asked in relation to the tender offer.
Luk Design of Education ProgramDel
The Prosecution is an organization under the Ministry for Justice, which employs 1,100 employees across the country as well as in the Faroe Islands and Greenland. The Director for Public Prosecution's core task is to conduct criminal proceedings in the courts, where they work to combat and prevent all forms of crime.
The Prosecution is responsible for educating all public prosecutors. The education program had in 2009, with assistance from Spark, been redesigned on the basis of modern learning principles, which means that the program has gone from mainly focusing on legal subjects to focusing on the entire counsel for prosecution. The new basic education is embedded in a social competence concept, which includes not only knowledge, but also what the prosecutors are doing in practice.
As a basis for the new education program a capacity strategy and a capacity model was developed, which clarifies what skills a public prosecutor should have and how the organization actually perform the task. The capacity strategy has affected the entire Prosecution, because the organization has to expand its own capacity to release the program’s learning approach and potential. This required extensive internal change, mobilization and involvement of the entire organization also including training of both internal teachers and mentors.
The program is designed with 9 modules, each of which has specific learning objectives, as well as pre- and post-activities to ensure that learning is both something that happens at the training modules and in daily practice. The program is continuously adjusted so it complies with the developments in society and the practice that the prosecutors encounter in their everyday lives.
The result of the change project is an efficient basic education, which is widely endorsed within the organization and to which the new public prosecutors are greatly satisfied. Spark continues to train two of the educational program’s modules and continuously coach teachers and mentors.
Luk Development of Business ModelsDel
Nørrebro Teater is one of the five major theaters of the organization Theaters of Copenhagen and is state-sponsored by the Danish Ministry of Culture. For the past five years, the theater has innovated its profile radically and experienced a significant accession of audience.
Release of Potential and Untapped Resources
Nørrebro Theater faced, prior to working with Spark, pressure on both their main sources of revenue, grants and ticket sales. Meanwhile, they have untapped potential resources, such as empty premises outside of the relatively short theater season. Based on Alexander Osterwalders Business Model Generation, Spark created a process to identify new business models that could help release the theater’s full potential and utilize the resources in their portfolio – both their human resources in terms of competencies and network and their material resources, such as the big theater halls.
Generating Growth is Not a Work of Art
The process successfully introduced the business model mindset in a world that traditionally does not focus on business. The process identified important megatrends for the development of the theater, potential value deals and partnerships, just like the model helped to analyze new customer segments and identify alternative revenue streams. A concrete output was the development of new business models, including an entirely new business area, the N-Business, which just in 2012 generated a surplus of more than 700,000 kr. through professional events such as innovation processes using theater methodology, business courses on impact, and alternative use of the theater premises for business events.
Luk Development of PoliticsDel
Design of political laboratories in relation to the development of a party program.
In November 2013, Uffe Elbæk founded the political movement and party The Alternative. A party without a traditional party program – instead a strong wish to co-create the party’s political issues through involvement of interested citizens, debates and process workshops. The vision of the Alternative was to develop and design a process that involved a variety of people in the development of the party program. At the same time the political organization was to be built up from scratch – based on new values of transparency and recognition of other viewpoints.
The managing partner from Spark, Zakia Elvang, helped in several ways – first as a member (and assistance in relation to designing and operating this) of the Transition Council (a broad-based committee of experts who advised on the content of the party program). Secondly, as advisor in relation to design (and redesign and evaluation along the way) the political laboratories, which were key processes in the making of the party program. Several project managers and facilitators from the Alternative’s voluntary organization lead and implemented the “political laboratories” in various locations in Denmark, in an involving and debate-generating way. The work resulted in a party program, which was approved in May 2014 at the statutory general meeting for the Alternative. This was after the execution of 20 popular political laboratories at various locations in Denmark with the involvement of citizens, opinion makers, politicians and many more.
Luk Digital Capacity BuildingDel
In 2013 the University College Zealand (UCSJ) commenced an initiative to strengthen and develop their teachers' digital and virtual skills in teamwork, documentation and evaluation. The process intends to generate learning and experience in relation to the development and qualification of the content and form of UCSJ's new degree course for educationalists, which is to be developed in 2014.
Innovative Capacity Building
In collaboration with University College Zealand, Spark designed a capacity building process based on an agile and collaborative learning method, where the teachers educate and learn from one another across seven project groups. With a focus on the digital and virtual capacity building, each project work with different areas of expertise where they are experimenting, developing and testing new digital media, methods and effective means.
All project groups were introduced to an online platform to communicate, share knowledge, results and discuss their learning along the way. In addition, part of the processes consists of virtual facilitation training for all seven project groups, where they learn to design and run effective e-meetings. Finally, UCSJ executes a number of workshop days where Spark ensures the direction and progress of the projects, as well as providing input and specific tools in relation to digital learning platforms, virtual classrooms and different ways to communicate virtually.
New Digital and Virtual Opportunities
The impact was tangible. The teachers now arrange radically fewer physical meetings and are actively using virtual and digital tools to communicate and teach with.
Luk Digital ManagementDel
What is digital management? When are you digital as a leader or employee? How do we ensure that leaders can realize the objectives and requirements for digitized service flow of work and efficiency? What is the future for the digital field, and what must we know and do to prepare for it?
On the day the Danish Ministry of Environment launched the project Digital Management 2.0, the Ministry and Spark collectively invited to a debate on management and digitization with the aim to create more concrete knowledge, gather experience and diffuse the area with the aim to:
- To provide an overview of conditions, trends and premises for Digital Management
- To discuss the duties of managers in the digital field
- To zoom in on what skills the digital leader must have to succeed with a digital agenda
You can access the material, which was used as a starting point for the discussions at the workshop and the many inputs and dialogues that unfolded along the way. Read the brief here (in Danish).
Luk Effect-Driven Learning DesignDel
Denmark Letters (da: Breve Danmark) is part of PostNord, which is responsible for the distribution of letters in Denmark, since Post Denmark’s fusion with the Swedish postal service. With the striking decrease in volume of mail, there is a strong need to develop the organization's capacity to create business through the development of products and services.
A New Learning Culture with ‘Capacity Managers’
Post Denmark’s many specialists are a valuable resource in a needed organizational changeover. A precondition for utilizing this resource is to develop the capacity and behavior throughout the organization. In this context, Letters Denmark asked for consultation in order to strengthen the impact of a training and competence process, among the specialists of the organization. The desire was to inscribe the learning process in a “high impact” mindset, while ensuring a strong foundation for learning supportive behavior among the organization managers. This led to a new learning design and a format for involvement and training of the management group as ‘capacity managers’. The tailor-made course for the specialists and their managers became a part of the organization’s efforts to develop and implement a new learning culture in the organization.
Innovative Capacity Building
Spark developed, together with the internal managers and HR specialists in Denmark Letters, a learning-design that subsequently formed the framework for their partnership with Roskilde University on a specific educational process for specialists at the Masters level. In addition, Spark was responsible for training the specialists’ managers so they could apply the role of ‘capacity managers’ and ensure the linkage between learning and the organization’s needs and business goals.
Luk Estonian People Meeting inspired by the DanishDel
Across Europe the People Meeting concept is spreading faster than we realize!
Already now we see People Meetings in Finland, Sweden, Norway, Iceland, for the first time in Latvia in July and in Estonia in August. Spark is co-founder of the Latvian People Meeting (website) where managing partner Zakia Elvang is a board member. Zakia regularly goes for board meetings and additionally also in Riga for training of all the volunteers who make their People Meeting a reality. The focus in the trainings has primarily been on facilitation and project management.
The People Meeting group behind the Estonian People Meeting contacted Spark just after the Danish People Meeting with a request to write an article about the Danish People Meeting based on a series of questions that they asked to use on their blog:
1. How was this year’s People’s courage? What are your impressions? What was the most memorable moment?
2. Was this year’s event somehow different from the two previous festivals?
3. What were the hottest topics in this year’s festival?
4. Do you have any wishes or comments for Estonian Festival of Opinion Culture?
Photo: Rasmus Degnbol – www.rasmusdegnbol.com
Luk Fusion and Strategy DevelopmentDel
The Heritage Agency, The Arts Agency and the Agency for Libraries and Media merged in 2012 and became the Danish Agency for Culture. The aim of the fusion was to ensure a closer interplay between the professional environments in the previous agencies and at the same time support the policy areas of the Ministry of Culture.
Common Direction and Synergy
Collaboration with Spark was established in connection to the fusion into a joint organization. The goal of the collaboration was to create a common direction, and lift the organization’s capacity to work in new ways through the development of a new strategy for the agency. The strategy process was to strengthen the interaction and the cross-disciplinary matters between employees, managers, centers and academic skills, while providing the basis for new strategic areas and focus areas with stakeholders and the outside world.
Learning and Development Integrated into the Strategy Process
Spark designed together with the Agency a strategy process, which integrated learning and development with the formulation of a new strategy and focus areas. Spark worked separately with the senior managers, held large group processes with all employees and facilitated so-called “change workshops”, where strategy and focus were unfolded, concretized and put in relation to the outside world and stakeholders. As part of the process, Spark trained a group of internal employees to act as facilitators through a “train-the-trainer” course in order to support the process and to continue the dissemination of the new methods and working practices.
Luk High Impact TrainingDel
The DONG Energy Sales and Distribution HR team is composed of HR partners and recruitment consultants who cooperate with the organization's leaders to develop the organization's human resources.
Impact – go beyond the stage
The purpose of the learning process was to place focus on the HR team’s capacity to influence the organization and to train their ability to access specific beneficiaries and implement their messages. Spark developed a 2 day seminar “Impact – go beyond the stage” in collaboration with Nørrebro Theater, which consisted of intensive and practical training in impact. Kitten Wagner, the theater director at Nørrebro Theater, was in addition to Spark, an essential component in the process. To top it all off Lene Kleinsmidt worked with voice and body and comedian Omar Marzouk taught the participants how to use humor as a significant element of impact.
Authenticity and credibility
The HR team was trained to formulate and present change messages and to ensure that the messages are heard and understood. They received concrete tools to take home, so they could deliver a presentation where the message got across clearly and specifically to the audience. Through repeated presentations on the stage, they attained the confidence and impact, which ensures that they were involving and energetic in the interaction with the organization, and in doing so achieving the desired results. Finally, they got better acquainted, explored the strengths and weaknesses, and learned from each other’s approaches and experiences. The presence of the entire HR team generated an opportunity to discuss their experiences and how the tools may be used in the team’s future cooperation.
Luk Intercultural and Virtual CompetencesDel
The organization is an internationally anchored company that, by reference to Denmark, provides employment for staff worldwide, both employees who work in Denmark and at the company's many locations around the world.
Effective Results across Culture and Vituality
Due to strategic investments, the company needed to recruit international and highly specialized knowledge workers and went from being a workforce with a relatively culturally homogenous background to integrate 70% foreign manpower in a global expansion. The company therefore wished to develop the competencies of the employees in both intercultural communication and intercultural cooperation. The objective was to develop the employees’ cultural competence so that the organization jointly could remain in step with the development. The employees had to learn to optimize the cross-cultural collaborative processes to generate improved and more effective results across distance and cultural differences.
Focus on Intercultural Communication in Reality
A leaning process with two main elements was designed. First, a learning process in intercultural communication was tailored to the specific challenges faced by the oil industry. Secondly, an individual defined area of focus where the participants could test their knowledge and tools, and finally a follow-up team coached to anchor the new understandings.
Luk Lean and Operations OptimizationDel
The Veterinary And Food Administration (the DVFA) is responsible for ensuring that the rules and standards of Danish food products are met. This is done through supervision and control of all the country's food manufactures and implies that the DVFA has employees distributed across the country, who daily find themselves on the road.
Streamlining and Optimizing Everyday Processes
One of the DVFA’s fundamental needs, prior to the collaboration with Spark, was to revitalize the work on optimizing operations and processes and bring the Lean-efforts to the next level. In collaboration with the DVFA Spark designed a change process that is now being implemented. The challenge of the assignment is especially to get adapted and created ownership of the common organizational solutions in the many local departments.
Change and Results
The implementation of the change design takes place primarily on the front, where Spark with great attendance helps DVFA in the process of making the new work processes a part of the daily reality. The project has already created an increasing demand for Lean within the DVFA.
Luk Lolland 2030 – Lolland in BalanceDel
Spark designed and facilitated a think tank proces for the Municipality of Lolland with the hope and intention on being well-equipped for the future as a sustainable Municipality willing to adapt and able to oblige challenges and barriers towards development and positive flows.
The Municipality of Lolland had the ambition of creating a radically different strategy on how the municipiality could develop in the future. Therefore a project was initiated with the goal to get ’Lolland in Balance’, where a thinktank with selected people from the business industry, student representatives and the civil society organisations worked on reinventing Lolland, so that the municipiality could be a sustainable place to live in the future – primarily regarding the population number, demography and individual capacity.
Spark designed and facilitated together with Oxford Research a ’laboratory of change’, where pivotal resources experimented, explored and tested the driver of change over 10 months, and worked on what roles to play for the outer areas in Denmark together with a testing of of new forms of dialogue and involvement.
Qualified suggestions were developed on how Lolland can be ready for the future. Four think tanks were designed and facilitated, a number of studies completed and ’catalogue’ on possible ways to go regarding getting Lolland in Balance.
The project was finansed by Realdania and was a part of the fund ’Yderområder på Forkant’. You can read more here: Lolland in Balance.
Luk Operations ManagementDel
Copenhagen Citizen Service is the Copenhageners direct contact to the City of Copenhagen. On a daily basis the employees in Citizen Service serve the city residents in the local centers - in person, over the phone and online.
The Road to Improved Operation Management
The objective for collaboration between Spark and the Copenhagen Citizen Service was basically an enhancement of operation management. One of the objectives that was achieved, through the design and implementation of a complete operation model for each unit, consisted of simple operation panels, operation meetings and training of operators. The project established operation models in seven departments, which altogether covered a wide variety of management needs, employee groups and management profiles.
It Works in Reality
The combination of simple operation panels, attentive meetings and leaders “who step into the space of management” has resulted in increased productivity and general good feedback from both managers and employees. It works in reality and the natural step is therefore that all departments must develop and implement operation models.
Luk Portfolio ManagementDel
The Arts Agency and the Agency for Libraries and Media merged in 2012 to the Agency of Culture. As part of the fusion it became clear that there were various project practices in the institutions, which challenged the project and portfolio management in the new Agency.
Composition and Portfolio Management
The project work in the Agency of Culture is increasing, for which reason the Executive Board has prioritized a reinforcement of the organization of projects to ensure effective and controllable projects. This ambition called for the development of a shared project practice and a management concept that was easily applicable and helpful on a busy workday. Spark initiated the project by conducting a series of group interviews with the project managers and project owners to get a glimpse into the daily project practice and the Agency’s project maturity. On the basis of the interviews Spark designed a concept for portfolio management in cooperation with the workgroup, which was tested and qualified by the Agency’s project owners.
Direction of Structure Developed Through Involvement
The project concluded in the development of a project model complete with a project guide that guides project managers, project owners and program leaders to work with common tools, processes and structures. The work creates alignment and increases the Agency’s internal project capacity while the new structure in the Executive Board helps to gain an overview of the prioritized projects and thereby focuses their efforts.
The process helps to create a flexible and competent project organization with evident control and allows working efficiently and result-oriented with the Agency’s projects.
Luk Roskilde Rising – Youth with PurposeDel
At Roskilde Festival this year Spark, in close collaboration with KBH+, Askovfonden, CPH:DOX, and Ungdomsbureauet, produced the entire non-musical program during the warm-up days on the 28th-30th of June.
The program was curated by CEO of KBH+ Kitte Wagner, and the other partners were responsible for developing and facilitating content during the days. This year’s theme was “Youth With Purpose” and the aspiration and belief is that Roskilde Festival presents an opportunity to change the conditions and prospects of society’s youth by establishing a space at the festival, where you, together with other likeminded individuals, can become a co-creater, participant and opinion former within a range of important themes. Rising 2015 was developed as a completely unique concept, unfolding on the Rising-stage and in two giant, mirrorclad tepees called “Dreamcatchers”.
Content of the program
– Window to the World – Live Skype-interviews and internationally recognized keynote-speakers by KBH+
– Beautiful trouble – Creative Activism Workshop and inspirers by Spark
– Desinging Your Life – Standford-inspired design-workshop about your own life and difficult questions by Spark
– Everyday Project – Personal stories told through movies, with a new challenge presented each day by CPH:DOX
– Forfatterskabet – To articulate and challenge the theme “Youth with purpose”, hosted by a range of upcoming debaters, – authors, and poets by Forfatterskabet
– Samtalesaloner/Orgasme Workshop – Open spaces for the participants to pose the questions no one dares to ask by KBH+
– Tæt på – 15 minute preformances based on everyday stories supplied by the audience by Pernille Garde
– Late Night Cinema – Curated documentaries featured after each evening, ending a full day of content by CPH:DOX
– Little Big Things – Originating in UN’s Millennium Development Goals, asking what will you do by Verdens Bedste Nyheder
– Silent Dinner – Dinner with a complete stranger in complete silence, with pre-fabricated questions and answers being the only mean of communication by KBH+
Read more about the activities here: http://www.roskilde-festival.dk/arts-events/rising
Find all of the above in danish here: Spark-Roskilde-Rising
Luk Talent AcademyDel
Spark has designed and facilitated Talent Academy in Fritz Schur Consumer Group. Fritz Schur Consumer Group has initiated Talent Academy to provide a selected group of talented employees an additional opportunity for personal and professional development.
Talent Academy is a program that runs over a year with four thematic modules. Each module consists of a seminar from Friday morning to Saturday at noon, and a follow-up meeting five weeks after the seminar. The themes are for example: Personal impact and personal development, business acumen and business skills.
The working method of the seminars are characterized by short lectures supplemented by group work, case studies and discussions in plenary. There is a strong emphasis on participant involvement.
In addition, the following elements are part of the program:
- Buddy-system (in which pairs of participants are each others learning partners)
- Mentoring (where participants are assigned an internal mentor)
- Garuda (where participants take a test and get subsequent individual feedback)
- Tasks (where the participants into groups have three weeks to solve a practice relevant task they must present to the Executive Board)
- Ongoing evaluation via SurveyMonkey
The results include:
- Development of business
- Development of a Performance Culture
- Improvement of the capacities of the individuals and the company as such
- Ensuring a stronger anchoring of Vision and Mindset
- Creating better cohesion across the company
- Getting ideas for new business areas, processes, etc.
Luk Talent DevelopmentDel
Zegna is one of Italy's most prestigious luxury brands, a family business with a history dating back centuries with an integrated business model spanning the entire value chain from fabric mills to luxury boutiques. As a consequence of the financial crisis, Zegna has focused on customer experiences, cost reduction and profitability. One result of this focus is that Zegna has regained their successful position, which to a large great extent is a consequence of the organization's capacity to develop and utilize learning and leadership competencies.
Talent as Drive to Reclaim Strategic Potential
The Zegna School is responsible for staff development and invited, in this context, Spark to design and facilitate their new Challenger program, a one-year talent leadership program for 24 leaders from level N-2. The main focus of the Challenger program was twofold, first the program focused intensively on reclaiming the strategic potential, secondly it focused on the reclaiming of managerial competences and development of the participant’s capacity to lead people and handle change in complex, global, virtual contexts.
Sustainable Learning Culture through Co-Creation and Involvement
A key focus of Spark and Zegnas cooperation was to establish a culture of learning and development, creating leaders who are motivated and prepared to develop the organization still further after the Challenger program. An intense focus was also fixed on involving the Executive Board, both as sponsors for the specific strategic projects and as competence leader with actual responsibility for developing others in the process. The sustainability of the program was also applied to the cooperation with the Zegna School, where Spark equipped the consultants with the capacity to design and facilitate leadership programs on their own.
Luk Think tank process about the outline areasDel
The Municipiality of Hjørring was one of the selected municipalities i Realdania's efforts 'Yderområder på Forkant' to focus ekstra on the future development and potentials in the area.
Spark was together with Oxford Research called in to the deliverables: Design and Facilitation of a Think Tank as well as the preparation of a catalogue with potentials based on three analysis. Processen lasted 7 months, where the focus areas in the analysis were already located by the municipality before the process, and the analysis were prepared by Aalborg University and SBI.
- Focus areas located
- Analysis process
- Think Tank #1 – Qualification af analysis design
- Completion of analysis + a number of recommendations
- Think Tank #2 – Unfolding the recommendations from the analysis
- Preparation of catalogue with potentials
The Think Tank contained skilled people from both private and public sector – amongst many Nykredit, Aalborg University, Stadsarkitekterne, Byplan Laboratorium and CBS. Every one truly competent people, each being able to focus on interesting and important aspects within the three areas of analysis. In addition to the involving process with important meetings between each effort with the Municipality of Hjørring, a result is a cataloque with potentials, which were clarified and udfolded from the recommendations of the analysis. The catalogue with potentials will affect future plan processes in the municipality – including both Plan- and strategy processes as well as planning the municipality.
Luk User ProfilesDel
Copenhagen Citizen Service is the Copenhageners direct contact to the City of Copenhagen. The population, which is serviced by the Bispebjerg Citizen Service, represents major cultural diversities, which poses additional demands for the employees to have insights and tools to create positive and productive user encounters within the framework of the Citizen Service strategy.
Competent and Qualified Service
The development of user profiles for the Bispebjerg Citizen Service was a product where Spark helped the employees to better understand their users in order to steer and differentiate between their services. The user understanding was designed to make Bispebjerg Civil Service able to analyze the areas of action which could ease the everyday work routines and create competent and qualified services. Hence, the aim of the project was to clarify the methods Bispebjerg Civil Service should use prospectively as part of understanding their users.
The project progress was divided into three parts. First, Spark trained the work groups in applying user profiles as a method. Secondly, the work groups received assistance in creating a special design template based on the knowledge gained from the user profiles. And finally, the entire unit came together to be trained in cultural understandings, which was directly linked to the created user profiles.
Luk Value Creation in the Danish Welfare StateDel
Spark organized and facilitated the yearly assembly for the Danish Association of Psychiatrists with 150 participants.
The task at hand was to identify and explore the future role for psychiatrists in the Danish society, and how to best handle change and still maintain a respected and focused practise. The purpose of the assembly was also to promote psychiatrist in the role as contributors to the public welfare, and move the general presumption among psychiatrists what great change in society means for their identity, work and their core value propositions.
The yearly assembly contained talks, debates and participative workshops distributed into five themes. The participants had to make the conscious choice of theme and prepare before attending the assembly. The role of the participants was to actually participate and contribute to the progression of the day and give input to the Danish Association of Psychiatrists future work.
At the end of the day the participants left with a broader insight into societal conflicts and how work life is changing for psychiatrists. The Danish Psychiatrists Association received some great feedback and insights into the challenges of the everyday psychiatrist and what needs they have to feel well-represented by the association.
Luk Value Propositions and Business ModelsDel
The municipality has, as a standard-bearer for sustainable development, set an ambitious goal for the municipality to be CO2 neutral by 2025. Even more ambitiously the green agenda must be a catalyst for growth.
To realize the ambitious climate objective the Technical and Environmental Administration has developed a strategy, which counts projects in areas such as adaptation to climate change, energy renovation and mobility. There is a wish to enhance these growth areas through business cooperation, development and research. It is an ambitious strategy where the ability to formulate the specific value proposition, which brings the municipality partnerships, and the ability to design appropriate business models are crucial for reaching the agenda of creating innovation, competitiveness and workplaces, while achieving the climate and environmental goals.
In this context Spark established a collaboration with the Technical and Environmental Administration, which among other things was to identify key competences, create a common language and a toolbox to work business and partnership-oriented and more specifically develop business models for 9 specific projects.
Spark identified the particular mindset and competence needed, designed and facilitated an involving, engaging and efficient development process, which on the one hand strengthened competences so the employees were capable of working on additional projects and on the other hand created a specific value proposition and business model in 9 selected focus areas. In addition, Spark formalized a toolbox with key tools to support the ongoing process and sets new standards for the work with green growth.