After Köping and Arboga decided to interconnect their district heating networks, it became necessary for the two district heating operations to merge into a joint organisation. This meant that there was a need to clarify the strategic direction of the new company to meet the conditions and challenges it faced.
Mapping of roles and responsibilities and current state analysis
Together with the management, Sigholm developed an environmental analysis and outlined a strategic direction as well as a foundation for goal management for the new company. A mapping of roles and responsibilities within the two organisations was conducted to describe the current state of the organisations. Subsequently, various methods for structuring and defining the organisation were reviewed. This description of the organisation and its roles was compared with a specified definition of the organisation's processes in order to be aligned with the division of objectives and to facilitate systematic quality work.
What effects were achieved?
- 16 main processes and 9 support processes were identified and defined.
- Balanced scorecard with breakdown of 16 operational objectives.
- 234 tasks identified and broken down into main and supporting processes.
- Individual role descriptions with tasks and responsibilities defined for each process.
- 14 positions related to organisational structure were defined.
- 19 work packages were defined for the allocation of non-position-related responsibilities.
