A Strategy Process Built on Inclusion and Shared Direction

When we initiated the work on our 2025 strategy back in 2018, the process followed a more traditional structure. A core leadership team defined the key objectives, and an external consultant facilitated a workshop. This provided a solid starting point but also highlighted a method that was largely top‑down and based on a significant number of separate, department‑specific gameplans. This time, we decided to do things fundamentally differently.

From Many Small Gameplans to Five Cross‑Organizational Ones

One of the most significant changes in the 2030 strategy is the shift from nine department‑driven gameplans to five broader, cross‑organizational gameplans. This creates more clarity, better resource prioritization, and a stronger shared ownership across the business.

The four gameplans support a more holistic approach across our Danish and Polish sites- and this time, our Polish colleagues have been far more represented in the process than before. This ensures that the strategy reflects the reality of the organisation.

Another big development is the introduction of a dedicated Leadership, People & Culture gameplan, which presents an even more structured approach to working with our Eltwin culture and values across sites.

A Fully In‑House Strategy Process

Perhaps the most remarkable change this year is how the strategy was created. Where we previously relied on external consultants, this year’s process has been designed and facilitated entirely in-house. This has strengthened ownership and made the process much more dynamic and adaptable.

“It worked incredibly well that we handled everything internally. I know the company, the direction and the goals – which makes it much easier to facilitate without losing knowledge along the way,” says Jeppe Høst Lassen, Head of Supply Chain and facilitator of the strategy workshops.

The strategic process has stretched across numerous workshops. Handling this internally has also made the process more flexible, more inclusive and ultimately more value‑creating.

Employee Involvement as the Backbone

One of the key learnings from the 2025 strategy was that a strategy only becomes truly alive when it is broadly anchored in the organisation. Therefore, employee involvement has been central to the development of the 2030 strategy. Employees from both Denmark and Poland have actively contributed, shaping the priorities, projects, and overall direction.

Jeppe sums it up this way:

“Everything worked really well. Everyone shared their input, and there were no unspoken things or lost knowledge. It created a completely different energy in the process.”

The involvement doesn’t stop with the development phase. Each gameplan now has both a gameplan owner and a project lead, and the latter is intentionally often someone without formal leadership responsibilities. This opens new development pathways and ensures that ownership is shared widely across the organisation.

Additionally, before any project begins, a dedicated mini‑gameplan will be prepared to ensure clarity on goals, responsibilities, required resources, and the specific tasks involved.

Next Steps: From Plan to Action

In the first half of 2026, the strategy will be rolled out across the organisation through all‑employee workshops. These sessions will provide a shared introduction to the 2030 strategy: its purpose, direction, and key initiatives.

Afterwards, departments will work in smaller groups to dive deeper into what the strategy means for their specific roles, ensuring that the strategy becomes both meaningful and actionable for all employees.

From there, the next major discipline begins including execution, follow‑up, and decentralised project leadership. With a strengthened coordination framework and clear roles, we have a solid foundation to ensure the strategy lives in our daily work - and drives real progress towards 2030.