ABOUT THE ASSIGNMENT
A global industrial company has launched a new international Supply Chain strategy aimed at aligning efforts, strengthening collaboration, and driving progress across 90 countries.
JUHL/SKAANING has been brought in to facilitate and manage the entire process.
We bring leadership teams together, run workshops, and challenge them to translate strategy into concrete actions.
"It’s clear that our role is to keep the process alive – and make sure no one leans back in their chair. We drive progress by asking the right questions – at the right time."
Tenna Skaaning
An international industrial company has launched a new Supply Chain strategy with global reach and high complexity. The strategy aims to strengthen collaboration, clarify roles, and establish a clear direction across the entire organisation – in more than 90 countries.
JUHL/SKAANING is responsible for facilitating the process, keeping leadership on track, and ensuring the strategy is translated into concrete behaviours and actions.
We bring leadership teams together, facilitate workshops, and help the organisation make real choices, build ownership, and set a shared direction.
We drive progress – not with off-the-shelf solutions, but through presence, a clear process, and the ability to make complex decisions manageable.
Facilitation with Edge – and a Focus on Both People and Purpose
Our role is not to create a plan for others – but to help the organisation find its own way forward.
Through structured processes with workshops, facilitation, and individual coaching, we work closely with leaders across the organisation.
We ask the tough questions, surface disagreements, and support decision-making that leads to real progress.
We ensure that purpose, direction, and ways of working are anchored – so the strategy doesn’t just live on slides, but is felt in everyday actions.
The organisation now has a much more aligned understanding of the strategy – and stronger ownership among its leaders, because they’ve been part of shaping the direction themselves.
We've seen that the right kind of facilitation can turn complex processes into something concrete and human.
One key takeaway for other companies is that strategy rarely fails because of its content – but more often because of how it's implemented and how people are involved.
