What was the challenge?
Monitor Larm & Bevakning has grown steadily over the years, both organically and through acquisitions. This growth brought challenges in cross-departmental collaboration and required an organizational development with more leaders in daily operations.
What did we do?
Together with the CEO, leaders, and employees, new ways of working were co-created and implemented, while the management team received coaching. Among other tools, Lead Forward was used for leadership development to strengthen relationships, clarity, and direction. In parallel, several internal processes were updated and improved – including salary review, performance development discussions, and operational collaboration – to align with the new organizational context.
How did we do it?
In addition, to coaching the management team and process development, recurring strategy days with the entire company were facilitated, focusing on themes such as the customer journey, internal communication, and cross-departmental collaboration. Ongoing advisory support to the CEO was also an integral part of the assignment.
What was the result?
The Monitor organization experienced a clearer and more effective leadership structure, improved internal communication, and a CEO able to delegate responsibility to line managers – with confidence.
“As CEO, I carry the ultimate responsibility for everything happening in the company. However, I do not always have the knowledge and experience in every area, such as HR and development. This is where Beyond Talking has truly been able to support me and my colleagues.”
Martin Dennås, CEO
What did we learn?
We learned that scaling a business successfully requires developing leadership capacity in parallel with structures and processes. By combining hands-on coaching with co-creation across levels, we built ownership and trust — enabling managers to lead with greater confidence and the organisation to grow with stability.