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Adding the positive narrative to ERP change throughout 2025.

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You will be part of a new potential in 2care4 with new ERP. Lots of learning a d potential to grow. Incredible chance for influence on future 2care4

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Focus on the critical Areas (I.E lowest scores) Set clear targets for supporting drivers e.g PDD’s, MT, etc

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I see balance as category in risk for next year, fuethermore it’s not scoring High today 

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I see balance as category in risk for next year, fuethermore it’s not scoring High today 

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We can agree and sign off on overall targets… but we may need to differentiate focus areas in the different departments.

Need ambitious but realistic target setting.

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Plenty of opportunities for on-the-job development in the coming years (e.g. ERP, ESG, performance mgt., project mgt., Kaizer).

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Plenty of opportunities within on the job development, eg. ERP, Lean, power BI

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We have a lot of good things, 1:1, PDD, stress relief, focus time etc. but it is not perceived as what is expected

What is the message we send and why - why do we use focus time for an example

Listen to input, and understand the needs

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TL: Focus more on people, values and „basics“ 

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TL: Focus more on people, values and „basics“ 

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so results and „numbers“ will come by themselves…

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Understand the purpose of during tre task

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Introduktion til nye medarbejdere, især for blue color.

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Leder skal kunne forklare og leve vores formål, bedre til at italesætte

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Leder skal kunne forklare og leve vores formål, bedre til at italesætte

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Clear prioritization and focus areas. ESG and ERP should be first priority next year. Anything else is not important.

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Prioritering og tro mod strategien - ikke lave for meget om

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Prioritering og tro mod strategien - ikke lave for meget om

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Mangel på retning og formål for den enkelte, hvad er bidraget iforhold til strategien.

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Today we don’t have a framework for career paths and individual development on a long term.

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Mangler realisme omkring hvad vi kan og skal - ødelægger workbalance

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Mangler realisme omkring hvad vi kan og skal - ødelægger workbalance

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Ensure influence and responsibilities are delagated to the right profiles, not positions. Accept different levels of maturity within all three management layers. Expect more from high performers and lift low performers.

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Don't give all managers the task of a follow-up just because some don't do it. It is a waste of everyone's time (managers and HR) to create new tasks for all based on lowest performance. This time could be used for other developments.