munksjo

Munksjö has the aim to be a global leader in high-quality specialty papers, providing customers with a unique product offering for a large number of industrial applications and consumer-driven products. In developing its strategy and business planning, customers’ experiences and input are extremely important in order to ensure decisions are taken that really are of value to Munksjö’s customers and which will result in a more favourable competitive position for the company.

Jan Åström, President and CEO, Munksjö Oyj

“Customer focus is key to succeed in the process of reshaping ourselves following the merger with Ahlstrom’s Label and Processing business,” says Jan Åström, President and CEO of Munksjö Oyj. “At the end of the day, our customers are those who pay our salaries. Their evolving needs and challenges, as well as our competition, mean that we must continue to improve if we want to stay ahead.”

To involve customers in this open dialogue about Munksjö’s current performance and future position, Opticom was engaged to develop a plan and design a model for gathering and analysing customer input and measuring customer satisfaction. A global, company-wide survey was conducted covering all business areas: Decor, Release Liners, Industrial Applications as well as Graphics and Packaging. Customers provided positive feedback and highlighted clear strengths, as well as suggestions on where improvements could be made and how they would like Munksjö to develop.

To further increase internal motivation and commitment, Opticom and Munksjö organized a series of workshops with representatives for the different business areas covering a wide range of functions across the organization in order to make the most of the input customers provided. In total, more than 80 managers from across the globe were involved in reviewing customer feedback and creating ideas on what can be done to ensure customers will be even more satisfied with Munksjö in the future.

“I am impressed with the high level of engagement we have seen from all participants and the impressive list of actions that have come out of all workshops ranging from quick-wins to important long-term strategic initiatives,” Jan Åström concludes. “Our employees have helped us in taking customer suggestions and translating them into specific actions that we can use to make sure customers will continue to see us as a preferred supplier. Opticom’s method has given us insight into which actions would be of greatest value to our customers and which our organization would like to prioritise.”

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Successful stakeholder management not only requires certain competence and skill sets but may also involve organizational changes. Opticom has helped many pharmaceutical companies to optimize their Stakeholder Management by means of one or more of the following services:


Stakeholder mapping

An identification and to some extent prioritization of stakeholders as well as individual contact persons on national, regional and local levels as relevant. Stakeholders may include politicians, governmental institutions and authorities, Key Opinion Leaders and Young Talents, specialist nurses, researchers, patient organizations and individual patients, other non-profit organizations and possibly international organizations or individuals that you should be aware of, learn from or get in contact with.

The main result of the Stakeholder Mapping is a list of organisations and individuals with an indication of their official or unofficial role and responsibilities in the area that is being investigated.


Stakeholder analysis

A more in-depth analysis of current views and decision-making as well as an indication of future trends and challenges. The analysis also maps stakeholder networks: relations and cooperation among and within stakeholder groups, in order to identify who influences who and how – now and as expected in the future. The research may include identifying opportunities for direct cooperation between our client and specific stakeholders.

The outcome of the Stakeholder Analysis is a report summarizing findings, showing stakeholder networks, analyzing future expectations, and providing recommendations for stakeholder management, all illustrated with quotes and examples of stakeholder cooperation.


Stakeholder Management workshops

A workshop with the people who have already been and will be involved in the company’s stakeholder management in order to develop a Stakeholder Management Strategy and Action Plan.

The outcome of the workshop is a list of concrete actions to be taken to kick-off or improve Stakeholder Management, for example regarding communication, relationship-building and cooperation with specific stakeholders.


Future Lab

Taking stakeholder management to a higher level the Future Lab is a unique concept of innovative networking providing the opportunity to take an active or even pro-active role among stakeholders. Relevant people from different stakeholder groups are invited to discuss today’s challenges and future opportunities with each other and our client in round table discussions and through in-depth interviews.

The outcome of the Future Lab includes a report with strategic market insights, conclusions and recommendations, as well as a network with prioritized stakeholders for continued communication and cooperation. In addition, the Future Lab shows a strong sign of market leadership, an innovative image, and long-lasting credibility among stakeholders.

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Better understanding customers and other important stakeholders is critical to become a market leader … but not as easy as it sounds if you are missing the step of making sure valuable learnings result in actions that are ready for implementation.

Opticom does not only gather strategic input from defined target groups, but also helps customers to act upon such input. Most of Opticom’s projects include workshops based on proven methods very much appreciated by our clients. While each workshop is adjusted to specific client needs, it always builds on all participants contributing with their viewpoints in order to increase internal motivation and commitment. Another key driver is to make sure that ideas are discussed and prioritised based on their potential value as well as the effort needed for implementation.

Apart from conducting a workshop to transform results into actions, Opticom also has extensive experience in facilitating other types of workshops. A workshop could be used to identify and prioritize challenges, for example related to the corporate brand, internal knowledge gaps or a mapping of current stakeholder relations, in order to then discuss and prioritize possible ways to deal with those challenges.

The success of a project or strategy depends on the involvement from key people internally; during definition as well as implementation. Opticom’s workshops are a time-effective way to create this involvement and make sure participants not only accept and appreciate but also contribute to and stimulate the changes that are needed to implement improvement actions. While a good presentation surely results in individual and small-group brainstorming, Opticom’s workshops enable a quick-start to improved performance and thereby guarantee that clients get the best possible return on their investment!

According to our clients the outcome and value of the Opticom workshops are:
> Direct and objective help with the interpretation of the results of a project
> A quick and effective way to identify and prioritize improvement actions
> A strong motivator for internal project teams: an intensive kick-off to concrete actions
> A clear follow up-structure and strong basis for continuing to work with the results internally and ensuring identified improvement actions are implemented

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