ABOUT THE ASSIGNMENT
A Danish company in the construction sector wanted to strengthen collaboration, create clearer leadership behaviour, and ensure that the company’s values were translated into practice – across leadership, white-collar staff, and project teams.
JUHL/SKAANING was invited to design and deliver a six-month development programme consisting of four sessions.
“This programme shows what happens when you dare to pause and invest in collaboration – not just talk about it. The leadership team led the way, creating a culture where everyone could contribute and take ownership. That’s the kind of development that lasts.”
Gitte Müller
We don’t just work with models and process design – we help embed change in everyday practice.
Through ongoing dialogue, exercises, and shared reflection, we’ve helped build a stronger sense of community and a deeper understanding of what leadership and collaboration mean in this specific organisation.
🔹 We support turning values into behaviour – not just buzzwords
🔹 We help bridge the gap between leaders and employees
🔹 We create language and structure that the whole organisation can take ownership of
When anchoring succeeds, development isn’t experienced as “extra work” – but as a natural part of how people work together.
Connecting People, Culture, and Execution
The first part of the programme has now been completed – with a focus on strengthening the leadership team as a unified group and shared leadership force.
In the first session, we worked with the leadership group – including DISC profiles, communication styles, and reflection on the team’s strengths and development areas.
We challenged their collaboration and introduced practical tools to improve teamwork and build trust and accountability.
In the upcoming sessions, we will continue working with the white-collar team, shared values, and collaboration – as well as building a shared foundation for project management that reflects the company’s culture and ensures quality, structure, and clear expectations.
We continuously adapt the programme to the organisation’s needs and maturity – to ensure it makes sense and creates real impact throughout.
The programme has created a shared language, improved collaboration, and strengthened ownership of both culture and processes.
The leadership team has developed a clearer shared identity, and employees have been engaged and involved in how the company’s values should come to life in everyday work.
The company will have a clear foundation for running projects with greater consistency, clarity, and quality – and with an organisation that pulls in the same direction.
