The Management Group

A management group has to create organisational and business effectivity as well as simultaneously working with business strategy and future intention. For this to be effective the management group’s internal work must be functional and well-balanced.

The Management Group’s needs and challenges

• The time perspective – to balance business and strategic issues.
• The power perspective – to function as a group with shared goals at the same time as competing for position and resources.
• Management perspective – balancing the need to represent different areas of the operations with the need to represent the whole.

We have two fundamental starting points:

1. 1. The management group’s work is central. Therefore the assignments must be formulated clearly.
2. 2. A management group is more than a group leader. The management group normally consists of colourful and powerful individuals with a great deal of experience. Very often members of the management group are expected to represent different competencies and expertise rather than working together as a well-coordinated team. Therefore there is usually an unresolved potential in many management groups.

When we work with management groups we do so with a combination of attendance at face-to-face meetings and specially-designed strategy days which focus on the management group and its internal work. These strategy days are always designed in cooperation with the person responsible for the management group. The management group’s development usually covers one operating year and is organised so that MiL attends four of six ordinary management group meetings and designs one special day.

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