KF is a federation of 39 consumer cooperatives with more than 3.2 million members and a retail group with a net worth (ex. VAT) of SEK 37.3 billion. The grocery retail group, Coop Butiker & Stormarknader (sv), stands for around 85% of the sale with store brands like Coop Konsum, Coop Nära, Coop Extra and Coop Forum. KF accounts for approximately 55 percent of consumer cooperative retail sales in Sweden. Together, KF and the consumer co-operatives have a market share of 21.5% of the Swedish grocery retail trade (2016).

MISSION

The company is facing major changes as their market shares are dropping due to new client behaviours. The three Nordic countries corporations had to be benchmarked in relation to their cultural differences.

To map the changeability of the total organisation of 18 000 employees, to be guided appropriately by their managers how to adapt to the new circumstances of merging all operations through the three major Scandinavian countries.

DESIGN

TopDec was chosen as the tool to measure and analyse the organisation. The possibility to use the individual results as a fundament for coaching and the flexibility of TopDec, also enabled continuous revision of procedures within different groups and companies.

1. All employees completed a TopDec.
2. A total of 180 pax (TopDec ambassadors) were certified in the tool. The certification in the methodology was performed within 60 days.
3. TopDec ambassadors had the task to monitor the TopDecs and to organise the employees according to different companies and teams. The ambassadors had to assure that every individual got a scheduled plan for their personal coaching with their superior leader.
4. The TopDec team produced a guideline for coaching that the ambassadors should implement.
5. The management team of each company were assessed and analysed in a management audit that were carried out by senior TopDec consultants.
6. After 4 months, a revision was completed with a new individual TopDec of each employee in the organisation. This revision was to create conditions required to obtain the goal of changeability.
7. After 6 months a new strategy for KF was presented by the McKinsey team that had been involved in the strategic process since day one, as management consultants. This new strategy was very well described and promoted within the organisation.
8. In collaboration with the ambassadors, the managers had to reassure that everyone knew of the strategy and would be able to identify and adapt their performance in line with the new blueprint.

RESULTS

At the time of the first measuring with TopDec the changeability index was 22%. This extremely low level is a reflection of a traditional organisation built on long social democratic and cooperative culture.

The final measuring with TopDec, after targeting, guidance and training, gave an index of changeability of 41%

Note: As a direct result of this project, TopDec was further used within all recruitment and outsourcing decisions made in the organisation for the coming years.