Konsten att lyckas med förankring

Sammanfattning: The purpose of this thesis work is to formulate a model with methods that describe key success factors to get understanding and awareness in organizational change projects. We have used a project within the township of Gothenburg as a case and connected to this single project the purpose is to identify key success factors to get understanding and awareness among employees within the township of Gothenburg. We hope that our result will be useful in other large organizational change projects. Theoretic basis for our study have been models and methods, while our purpose have been to construct a model with suitable methods for anchoring. Theories about coaching and process management are examples of methods to get understanding and awareness among employees in change projects. We have also studied those theoretic parts that our case needs knowledge of. Those parts are process mapping, benefit management and information architecture. The goal of our case is to make public information and e-services available for citizens (independent of time and place) in year 2010. This is a decision from both EU and the Swedish government. In the autumn of 2006 the town council of Gothenburg made a decision to support the thoughts of this in the township of Gothenburg. Our method for getting input to the study has been through enquiries and interviews. The result of the interviews and enquires shows that there are no overall knowledge yet. Most of the interviewed people only mentions the goals that are purposed to be reached within the own local government. Even the enquiries shows large differences between which discussions that are brought out in the local governments about e-services, process mapping, benefit management and if the information that are base for the e-services are of secured quality and have got a security classification. In the theory we have found that it is important to get a kind of agreement to be successful in large projects. The key success factors we have found out in our conclusions can be summed up into three important areas, those are:  Strategy - the top level in the model. From here comes goal picture, vision and base of value  Structure – consists of well-defined processes with a distinct leadership, distributed responsibility and character descriptions.  Culture – consists of the people, who are meant to make the processes agile to make the strategy come true. To get awareness about what the change will involve, there is need for important efforts within the culture. These efforts are based upon the principles about awareness in coaching leadership and can be summed up in the below mentioned points.  Awareness of entirety and the goal picture  Understanding of benefits  Common valuations  Handled limited convictions The model is a composition of all of the abovementioned points, where the valuations become the power to lift us forward towards the goal. Those factors that contribute to get the goal picture realized is the understanding of the benefit, the entirety and the awareness that the valuations have brought forward. PIM (Process In Motion), is the result of key success factors working together in the right way.