Good morning, everyone, and welcome to this event about transforming ambition into value. We are really happy to be back with this second event where we today will be focusing on resource management. We hope you're sitting comfortably at home with a cup of coffee, ready to dive in to this event for approximately the next 30 minutes. The whole aspect and key ambition with this event is to share our latest thinking on transforming ambition into value and especially diving in today on resource management. It will be mostly us talking to you today because we only have 30 minutes, but we highly encourage you to write questions in the chat or engage with the different mentees we will have along the way. We promise that no question will go unanswered. We'll be back and then answer everything to the best of our abilities. We also have a recording of this event and we'll be sharing all presentation and slides right after we are done today. Today we'll be joined, there will be three people in total. It will be me, my name is Alexander Strange, my good colleague Christian Fransen, and later on we'll be joined by another colleague of ours called Kasper Groh-Vilvy, who is an expert within the EU directive on transparent and predictable working conditions. Why that becomes relevant, why that becomes relevant, why that becomes relevant, I'll step into in just a second. Before we dive in to the agenda, I just wanted to do a quick recap on the overall model that we shared at our first event back in May. So you could say when we look at it from a strategic perspective, our main model is focused on bridging the gap between the strategy and the value creation that we see we actually want to achieve as an organization. And what we experience most organizations are struggling with are not formulating the strategy or having a fixed ambition with the targets that they actually want to do. It's more about what happens from converting the strategy or the ambition into value. Our framework is devised on two main components. The one is all about doing the right projects. What that entails for us is making sure that we have the right level of prioritization, that we have a clear pipeline and we have transparency. And the other aspect is of course making sure that we are actually doing the project right, which is all about driving effective project management and the right level of capability building. So to support that, having that over overall real time portfolio overview, having regular prioritization cycles and making sure that we have a fixed and transparent framework for understanding what's actually in the portfolio. The other aspect is about actively balancing resources and demand. Of course, this is the star of the show today will be diving into how to actually work with the resource component, but it becomes a really important strategic enabler in making sure that we drive the right projects and have a strategic lever to make sure that we get the value out of it we want. On the other aspect of our model, we have the project management domain. And when I talk about doing the projects right, it's about making sure that we execute project in the most efficient, aligned way, having a shared language of project management and making sure that we work together as a unity to drive value creation. Supporting that, we also have capability building as a component in our overall framework, which is about making sure that we work together, which is about making sure that the organizational capabilities are present and that we ongoing we can loop this information back to the strategic prioritization domain. To link those two together, and this is a very brief recap, we will send you much more information on it. Of course, we have the governance and performance aspect of it. What that means is we really want to be really data driven in our decisions working with project and portfolio management. We want to make sure that we want to make sure decisions are based on accurate data and that we have a very structured way of bridging the two elements of doing the right projects, having a strategic prioritization, and making sure that we execute the projects right. So that's why we have designed it as a loop where the most important aspect here to make sure that we at all times have transparency and momentum going from the ambition into the value setting. Of course, as a main aspect of this, we will dive into the resource management and the agenda for today will be as follows. We'll start by just addressing why resource management is such an important topic in actually transforming ambition into value. Then later, Christian will dive into what are the actual challenges and root causes that we see out there working with resource management. We'll then be joined by Caspar, who will tell us a little bit more about how the EU directive can actually be levered towards strategic insight and value. And then we'll talk about different strategies to actually start working with resource management, how to create transparency and how to work with a change on actually going from becoming even more transparent on the resource side. All of that within the next 20, 25 minutes. So let's jump into it. Last time we had over 500 participants for our first event in May, and we got over 300 responses to a survey that we have shown the data for here. One of the most important aspects, and I won't have time to dive into all of these data. We are happy to share them. But one of the most important aspects was that 63% of everyone in the last event actually mentioned that resource management was a very big challenge and a constraint. they really wanted to work with a lot of people that they really wanted to work with and get more insights on knowing forward. And 63% also felt that resources were being spread across too many different projects at the same time. And that has all kinds of strategic implications going forward, slowing down execution, lowering transparency, and actually making it hard to prioritize and mobilize projects towards the strategic ambition that we have. So that's why we chose this event, this topic for this event. And we'll be diving into that. But not to just only take our word for it. We also have some topics in academia where an HBR article also actually found that only 20% of managers actually believe that resources are being effectively allocated. And of course, what that leaves is a huge gap, a huge potential to actually allocate the right capabilities to the right projects that we prioritize to get even more value out of it. So the resource management component out of our five is a huge enabler. And the next few minutes will be all about understanding why that is and what we can do to leverage that value. So in a moment, Christian will talk about the root causes and onwards. Hold you up. All right. All right. So generally speaking, you can trace all challenges related to resource management back to three main root causes. And the first one is a lack of transparency. So we see many companies lack an overview of the supply and the demand and the allocation of its people. So without the overview of supply, that is, who's available to be able to do project work. It's very, very hard to know what the organizational capacity is for projects. So it's difficult to estimate how many can we do and so on. Both short term and long term, this becomes a very, very big issue. Short term, you cannot really estimate what your most important projects right now need. And long term, you also cannot estimate it. So that becomes a very, very big challenge. And also very, very difficult to know where current bottlenecks are. The second issue is a lack of clear processes. Many companies work in silos and the nature of project work is very cross-functional. So when you do work in silos, but also cross-functionally, we see that many people struggle in the interface between the projects and the line organizations. And the lack of aligned processes is a core issue blocking effective resource management. The third root cause is the lack of clear and shared priorities. If there are unclear priorities across the entire business, then the line organizations typically prioritize what is best for them. That makes a lot of sense. I would do the same if I was in their situation. But this obviously leads to a lot of sub-optimization and people running in different directions and not in an aligned direction towards shared strategic goals. That causes important projects to suffer. And that is because if projects are not equally important to all, then you can easily imagine a situation where one silo or one line organization chases one subset of projects while another is chasing another subset of projects. These three root causes, they don't happen in isolation. These three root causes, they don't happen in isolation. They're in fact very interlinked. Even though they have their own merit, they are very interlinked and influence each other. And fortunately, the three root causes also gives us clues as to what levers to focus on when trying to improve resource management practices. So to improve resource management practices, we must have full transparency, we must have streamlined processes, and we must have clear and shared priorities. Now that sounds extremely easy in theory. But it is extremely hard in practice to implement these things. But at least now we have a shared framework for what to look for. So how do you know if you have a problem with resource management? Well, first of all, we think that you probably do. Otherwise, you most likely wouldn't be attending this call. This morning. But all jokes aside, if your organization is experiencing any of these symptoms that we're about to list, then you probably have something to gain from looking into the three levers of resource management. To make this a little more light, it could get up fairly dark if you're just talking about problems all the time. We made a little experiment and aligned ourselves with ChatGPT to see if it could find a creative way to illustrate these very, very common symptoms of resource management. So the first one is firefighting. So the first one is firefighting. And that means basically working on urgent things as opposed to important things. We do see that happening a lot in organizations and generally people also refer to this as firefighting. In fact, the second one is task shifting. And that has a lot of costs associated with it. We all know if you're juggling too many balls at the same time, then you might lose focus and you might lose momentum and progress in what it is that you're doing. And the same goes for projects. If you're working on three or four different projects at the same time, then it is unlikely for you to make that much progress due to the costs of task shifting. The next one is mismatch between having the right capabilities at the right time. And that is something that is pretty crucial. If you're doing an important strategic project, you will often find yourself in a situation where it is hard to get the right person at the right time forcing you to potentially also find that capability outside the company. Bottlenecks are classics as well. You could face a situation where you are lacking progress in your projects due to the reliance on a few select people. Typically, when we get transparency in resource management practices, we see that there is actually a few key people that are overloaded and that gives us some clues as to which people to focus on hiring in the future and which capabilities to bring into the organization. Missing opportunities is the next one. If you have slow reallocation processes, it is hard to chase new opportunities, new trends as they emerge. And that causes obviously lower value creation. Burnouts. This is unfortunately a consequence of the the nature of the nature of work in the modern world. We see that many people are being stressed due to being over allocated on too many things at the same time. And unfortunately, we're seeing these rates going up instead of down. Political battles is the next one. We see a lot of teams fighting over resources across departments. And this can turn pretty nasty and pretty ugly and not fruitful and productive for the organization as such. And the last one is that teams keep requesting more resources without being specific on exactly the type of resources that they need. So with these eight symptoms, we have at least a list to take as point of departure, but we are sure we could add numerous more to the to the list. So please add anything in the chat if you see that we missed anything to the overview here. On the next slide, you will see here a list of the 10 largest consequences of imbalances between the three key levers of resource management. And we tried to do our best to make a list of 10. It's a nice round number. And again, we could have probably made this list even longer. But now we're really curious to see which ones you're all experiencing out there. Chances are that there's probably a lot of other people in the same boat as you. And we want to see if we can highlight that picture together. If you look at the list of participants, there might also, in fact, be other people from your organization with whom you can address these issues collectively with. So let's try to find out what we will do now is do a quick poll. So please bring out your smartphones and scan the QR code on the picture right here. We will just give you all a brief minute to fill out the responses and be back in just a short while. Thank you. All right. All right. We can see that the poll results are slowly rolling in. So very interesting again to see that many of these pains that we have listed here are in fact experienced by many of you. Fortunately for us as consultants, I like to see that the high cost and temporary staff is not a problem. So that seems like it's good news for us. But all jokes aside, we do see a lot of people experiencing all these challenges. here. I can see that the numbers are summarized in a funny way here. It seems like the poll has not counted the totals. But judging from the dots here, it at least seems to be the case that many of you are experiencing actually, in fact, all of these issues here. So we'll obviously share the results of the poll here. And also, we encourage you to engage in the chat and perhaps put a few more words to what it is that you are experiencing in terms of these pains here. And maybe just one reflection before we move on. And that is, I think that this picture is quite representative of what we typically meet in other organizations, which is that it's a combination of challenges that makes this really complex. It's not a one thing or one, you could say, key pain point. It's typically that not having a clear, transparent resource overview leads to a lot of different aspects that then start to create new issues that you work with. So I think the complexity here is really important to have a certain amount of respect for. And that's also why we really want to start by having that shared language before we start solving unique or simple tasks here. Thank you so much for the answer. Sure. All right. So what we'll do now is we'll invite our good colleague Casper to the stage and he will be telling us about the EU directive on transparent and predictable working conditions, a very, very long name. He will tell us about the opportunities to leverage this directive, which in fact is a compliance thing to a strategic advantage and also tell you a little bit about how to make the most of it if you have already decided on implementing a digital solution. to accommodate this new initiative. So see you in a bit. Hey, OK, the EU directive that might not seem like the most exciting, the most exciting topic, but you all have to do it because it's a combination of the EU directive. First of all, what is this EU regulatory thing at all? It's basically a case that was implemented all across EU on the 1st of July. So all organizations today have to register all Danish employees working hours and it has to be done in a system. It doesn't have to be digital but I think for most of you that will be the most relevant one. The time registration system must be objective, it must be reliable and it must be accessible. And actually that's kind of up to the courts to decide what that means but that also means that you have to be a little bit careful not to meet these requirements because there are not a lot of words behind what that actually means. There are some few exceptions of certain employees or subgroups called autonomous workers that doesn't have to do this but in general the large amount of your employees must do this. It's basically three rules that they need to adhere to. It's the 48 hour rule meaning that they can have an average working time of 48 hours over a four month period. If that's above that then it's actually breaking the law. Also employees must have 11 hours consecutives of rest in a 24 hour period. There are some few exceptions but in general that's it. And the employees must have 24 hours of rest per week. These rules are not new but it is new that you have to document it. So actually the rules are not new but you have to as an organization be able to document that you are complying with them. So why are we talking about that in connection to resource management? It's because that actually also presents us with an opportunity to actually multiple opportunities to live this in other arenas and one of them is resource management. So first of all Christian talked a little bit about this burnout and this actually gives some insights into how much people are working can help us with that. It also gives us some improved clarity on the rights and expectations that can lead to us fostering a more transparent and accountable work environment. So getting the basic understanding of what your employees does actually also creates a data driven foundation for you to start working with resource management strategically because you know what your employees are doing and you know how much they are doing it. So this is actually a great opportunity to look into that now that you have that data and it's compliance you need to do it. How do I actually leverage it in this setting? So besides that of course there are positive employer branding. There are the whole thing around how do you make sure that your organization actually get a good employee value proposition that this is also helping with but I think for this that's all I want to say for now that you should definitely look at how you want to leverage it in a resource management perspective. All right so the next topic we wanted to cover is the strategies for resource management and there are about as many approaches to resource management as there are companies. Each company is different and does it in exactly their own way. However we find that there are typically seven logics that companies tend to orient towards. So we'll just take them one by one and please see if you can recognize your own company in the context of this. So the first one is a reactive allocation. It's in other words the loudest voice wins and that we find to be the case in most companies actually. The next one is decentralized allocation that is where you give each business unit the freedom to decide exactly where they will allocate their resources. The next one is centralized allocation and that means that there is sort of a single staffing unit that decides what is best for the entire company and staffs people on the projects that they deem most valuable. Then there's the marketplace. This one is an interesting one. It is exactly where you have the supply and demand forces in a free market context. So basically each unit of the organization trades with each organization. So they trade resources with each other and the success of each unit depends on their ability to engage in this free marketplace. The next one is priority driven. So that means that if it's not a top priority it does not get funded. So that is related to a centralized allocation but it is more driven from priorities rather than a staffing unit. The sixth one is business case driven. We all know these companies that emphasize the calculation of the net present value quite a lot. And if you do that successfully and manage to convince people of your assumptions in your business case then you get the resources. The last one is a new one on the block and that is agile allocation. That means you have a fixed team with a fixed capacity and then you have a flexible scope. At the bottom we just did some desktop research to look into some example companies that orient themselves towards these seven logics. And what we're curious about is what strategy do you see that your organization tends to gravitate towards. So what we'll do is just another quick poll. So find out your smartphones again and go to Menti and in a moment we'll look at the results. All right. I tried to be convincing at the beginning when I tried to be convincing at the beginning when I said that most organizations gravitate towards the reactive allocation but we can see that in fact in the crowd today we're a little more spread out and very happy to see that the priority driven one which is my personal favorite is actually quite high here. So again we'll share the results of this poll and it's very interesting to see the spread of orientations. I particularly think that the marketplace I wasn't expecting that one to be as high. We've been reading some very interesting cases amongst others about the company called Hire that really has taken that marketplace principle to the extreme. So very curious to hear more about that and if you want to engage with us in discussing about these different strategies then please reach out in the chat or in the email and we'll be happy to discuss further and get some insights into the insights into the way that you're running things. All right. I will just slowly make my way towards the end of the presentation here. I can see that we're coming up on the final minutes and we know that most of you probably have a hard stop at nine o'clock. So the slide that you're seeing in front of you here is just a deep dive into one of the levers. It's a look at the transparency lever which is one of the most important ones and just to leave a few comments. Again we'll send this afterwards to you but just to leave a few comments here on this slide. There's generally three sort of main ways to approach the generation of transparency for decision making regarding resource management. If you look at the left side of things this is again where most companies are. It's a combination of PowerPoint and Excel the good old tools in the toolbox of most companies and this can give preliminary insights but it's obviously it has the the con of being extremely heavy to maintain. If we look at the other end of the scale then we have a lot of software providers that provide really really unique and useful solutions but obviously when you when you engage with the software provider it's much more expensive and you are also subject to the way that they view the world. It's very hard to make a software product generic enough and specific enough for the needs of a company. And then in the middle we see that more and more companies are venturing into the world of power apps and power BI and we have also done that ourselves and that can be sort of the good old Excel and PowerPoint solution on steroids getting some of the features from the software suite but not all of them. So this is just a flyover of how to get transparency. I think if I want to leave you with one remark for this slide it is that regardless of which solution that you use and they're all viable then you're going to meet a lot of change resistance in the implementation of the software suite. So this is a lot of transparency and our advice is that we are going to be a lot of change management practices when rolling these things out. The insights that you get from tools are only as good as the inputs that people provide so it's really important with that human aspect of things. Just as last time we want to just round off by hearing from you what you would like us to address at our next event. So before you log out and go on your way please scan the QR code one last time and type in the answer that you think we should focus on the next time. Thank you so much for tuning in and see you soon. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.