ATTACC \u00a9 was implemented in NYK Line – what happened after?<\/span><\/h3><\/div>How did things go, for example, on the NYK Line, where the Scandinavian organization in four countries worked for several years with ATTACC\u00a9?<\/h6>\n<\/div>![](\"https:\/\/aliceco-consulting.com\/wp-content\/uploads\/2019\/03\/lars_green-8704_web-1-1024x684.jpg\" "\\"lars_green-8704_web\\"")
<\/span><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>A<\/span>ccording to the Japanese model <\/b>we progressed to the work with the organization and plan that we initially introduced during a joint weekend workshop. “Did the staff put up with it?”, I could hear someone question. Yes, in fact, and to 100% which could partly be because we had a severe economic crisis behind us and that no fire numbers were needed for every employee to understand that this was a survival plan and that they wanted to survive. Curiosity with a whole new approach probably did its thing too. <\/p>\nThe organization consisted of various committees where no one was left outside, but otherwise looked like a fairly traditional project organization. Of course, we had a solid communication plan and total support from the board and the CEO. <\/p>\n
Every word in ATTACC \u00a9 was broken down into constituents where group work became a \u201cgrass root\u201d initiative and prioritized, resource allocated, and given a thorough roadmap. Regular newsletters, town halls, and three major milestone meetings each fall gave us both structure and commitment, which in turn enabled ATTACC \u00a9 to remain the Grand Plan for the next three years, which not only stabilized the business but took it to a higher level. heights. Absolutely central, and again worth pointing out, was that the CEO actively participated in the work with passion and glow – a staircase is cleaned as known from the top. <\/p>\n
Perhaps most enjoyable of all; Tokyo became increasingly curious and eventually sent a middle manager to find out what was happening. How could it be that the only company in Europe that did not have a Japanese manager went from clarity to clarity? In the end, there was a double spread in the Japanese staff magazine – all text in Japanese of course, but it just made us extra proud.<\/p>\n
Lars Green
\nCEO, Green Consulting Group Ab<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"How did things go, for example, on the NYK Line, where the Scandinavian organization in four countries worked for several years with ATTACC\u00a9?<\/p>\n","protected":false},"author":4,"featured_media":1981,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[44],"tags":[],"class_list":["post-2124","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-customer-reference"],"_links":{"self":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/comments?post=2124"}],"version-history":[{"count":1,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions"}],"predecessor-version":[{"id":2125,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions\/2125"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media\/1981"}],"wp:attachment":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media?parent=2124"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/categories?post=2124"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/tags?post=2124"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
How did things go, for example, on the NYK Line, where the Scandinavian organization in four countries worked for several years with ATTACC\u00a9?<\/h6>\n<\/div><\/span><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>A<\/span>ccording to the Japanese model <\/b>we progressed to the work with the organization and plan that we initially introduced during a joint weekend workshop. “Did the staff put up with it?”, I could hear someone question. Yes, in fact, and to 100% which could partly be because we had a severe economic crisis behind us and that no fire numbers were needed for every employee to understand that this was a survival plan and that they wanted to survive. Curiosity with a whole new approach probably did its thing too. <\/p>\nThe organization consisted of various committees where no one was left outside, but otherwise looked like a fairly traditional project organization. Of course, we had a solid communication plan and total support from the board and the CEO. <\/p>\n
Every word in ATTACC \u00a9 was broken down into constituents where group work became a \u201cgrass root\u201d initiative and prioritized, resource allocated, and given a thorough roadmap. Regular newsletters, town halls, and three major milestone meetings each fall gave us both structure and commitment, which in turn enabled ATTACC \u00a9 to remain the Grand Plan for the next three years, which not only stabilized the business but took it to a higher level. heights. Absolutely central, and again worth pointing out, was that the CEO actively participated in the work with passion and glow – a staircase is cleaned as known from the top. <\/p>\n
Perhaps most enjoyable of all; Tokyo became increasingly curious and eventually sent a middle manager to find out what was happening. How could it be that the only company in Europe that did not have a Japanese manager went from clarity to clarity? In the end, there was a double spread in the Japanese staff magazine – all text in Japanese of course, but it just made us extra proud.<\/p>\n
Lars Green
\nCEO, Green Consulting Group Ab<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"How did things go, for example, on the NYK Line, where the Scandinavian organization in four countries worked for several years with ATTACC\u00a9?<\/p>\n","protected":false},"author":4,"featured_media":1981,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[44],"tags":[],"class_list":["post-2124","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-customer-reference"],"_links":{"self":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/comments?post=2124"}],"version-history":[{"count":1,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions"}],"predecessor-version":[{"id":2125,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions\/2125"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media\/1981"}],"wp:attachment":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media?parent=2124"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/categories?post=2124"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/tags?post=2124"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/span><\/div>A<\/span>ccording to the Japanese model <\/b>we progressed to the work with the organization and plan that we initially introduced during a joint weekend workshop. “Did the staff put up with it?”, I could hear someone question. Yes, in fact, and to 100% which could partly be because we had a severe economic crisis behind us and that no fire numbers were needed for every employee to understand that this was a survival plan and that they wanted to survive. Curiosity with a whole new approach probably did its thing too. <\/p>\n The organization consisted of various committees where no one was left outside, but otherwise looked like a fairly traditional project organization. Of course, we had a solid communication plan and total support from the board and the CEO. <\/p>\n Every word in ATTACC \u00a9 was broken down into constituents where group work became a \u201cgrass root\u201d initiative and prioritized, resource allocated, and given a thorough roadmap. Regular newsletters, town halls, and three major milestone meetings each fall gave us both structure and commitment, which in turn enabled ATTACC \u00a9 to remain the Grand Plan for the next three years, which not only stabilized the business but took it to a higher level. heights. Absolutely central, and again worth pointing out, was that the CEO actively participated in the work with passion and glow – a staircase is cleaned as known from the top. <\/p>\n Perhaps most enjoyable of all; Tokyo became increasingly curious and eventually sent a middle manager to find out what was happening. How could it be that the only company in Europe that did not have a Japanese manager went from clarity to clarity? In the end, there was a double spread in the Japanese staff magazine – all text in Japanese of course, but it just made us extra proud.<\/p>\n Lars Green How did things go, for example, on the NYK Line, where the Scandinavian organization in four countries worked for several years with ATTACC\u00a9?<\/p>\n","protected":false},"author":4,"featured_media":1981,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[44],"tags":[],"class_list":["post-2124","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-customer-reference"],"_links":{"self":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/comments?post=2124"}],"version-history":[{"count":1,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions"}],"predecessor-version":[{"id":2125,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/posts\/2124\/revisions\/2125"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media\/1981"}],"wp:attachment":[{"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/media?parent=2124"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/categories?post=2124"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/aliceco-consulting.com\/en\/wp-json\/wp\/v2\/tags?post=2124"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nCEO, Green Consulting Group Ab<\/p>\n<\/div>