What was the challenge?
Capio, a healthcare provider, was navigating multiple, intertwined challenges: harnessing opportunities in digitalisation while ensuring staff could adapt their ways of working – all under intense workloads and in an environment of severe staff shortages. An ageing population added further pressure on the healthcare system, highlighting the need to evolve leadership practices. While existing approaches had served the organisation well, they needed to be developed further to meet the demands of a faster-moving and more complex context. Without this shift, Capio risked negative impacts on profitability, employee well-being, and patient experience.
What did we do?
Together with Capio, we set out to develop a group-wide leadership framework rooted in modern behavioural science. The goal was to build a culture where everyone felt empowered and responsible to contribute, enabling Capio to adapt to change while maintaining high-quality care. The assignment came with strict constraints: we had just three months to design the framework without placing additional burdens on an already overstretched organisation.
How did we do it?
Our approach was both inclusive and efficient. We joined regular meetings already planned in the organisation, bringing one central question: What kind of leadership do we appreciate at Capio? We combined insights from these discussions with existing data, scientific research, and metrics to ensure the framework would be measurable and evidence-based. Throughout the process, a small working group helped iterate and refine the framework. Communication experts were involved from the start to create a shared Capio language around leadership. We packaged the final framework into four cornerstone behaviours. Implementation took place in phases: first awareness-raising, then pilots for trying out the behaviours, followed by trainings and digital materials to support self-driven development.
What was the result?
Employee surveys show positive trends: Capio’s leadership index is moving in the right direction, and trust in leaders has increased. Decision-making was swift: the Swedish leadership team adopted the framework for a one-year pilot, and after evaluation, the core framework has remained unchanged. Adjustments have been made in training content to better fit evolving needs, but the foundation has proven robust as the organisation – and its external environment – continues to change.
What did we learn?
We learned that clear constraints, like tight timelines and limits on staff involvement, can drive innovation and creative solutions. By working within these boundaries, we engaged many people across Capio without increasing workloads. This inclusive yet efficient approach enabled employees to feel involved and heard, strengthening both the framework’s quality and its acceptance.