A holistic approach, the establishment of common goals, and individual involvement are the driving forces in the change management process for SKAT (Tax, Customs and Duties). The direction is to work towards holistic thinking in the ever more complex field between two of the most important roles for SKAT. One role for SKAT is to act as an important partaker in the definition of the financial policy for Denmark. The other role is to carry out momentous and essential tasks needed to operate the tax system, thus involving contact to all citizens and companies in Denmark.
The year before, management had introduced the holistic organizational framework, and courageously and passionately, Claus E. Christoffersen entered the scene to secure execution of this vital messaging throughout the organization. On the one hand, it is a large task to create the framework for cultural changes in the organization, on the other it is a completely different – and often overlooked – task to have an effective and lasting implementation of the change management processes. The latter takes talent and perseverance to obtain in a timely fashion, requiring the understanding and acceptance of all managers and employees.
My approach to the specific follow-up on the projects was very pragmatic. Executive management had decided that we should evaluate the conceptual understanding and acceptance of the "Project End-to-End-Solution" among managers and employees. Instead of having "Consultancy Report #37" I chose to use Mr. Christoffersen as my personal representative. Thus I ensured a high degree of confidentiality and by virtue of Christoffersen's distinct and direct personal manner, I could get a clear and diverse picture of the reception of the holistic "End-To-End Solution" notion, along with an evaluation of the effect the cultural changes had made in the fields of collaboration, cross-disciplinary as well as in sheer measurably effectiveness.
With the observations from Mr. Christoffersen serving as a platform, we have continued our work to create a clear and homogenous understanding of what our common assignment is all about, regardless of which place in the organization we occupy. Mr. Christoffersen role has remained instrumental in the project as a constant and important player. The common understanding of tasks is essential to the concept of holistic methodology, and will serve as a foundation for the future changes.
One very important element in a transformation of the dimension that we initiated is that management is conscious of its role in the process of change. In this area, Christoffersen's talents are used as a catalyst, partly to keep the whole Management Group on track towards the goal of "End-to-End Solution", but also to ensure that each Manager identifies his or her role in the process, and thus takes responsibility for the success of the project. Mr. Christoffersen's experience from substantial and complex change management projects comes in handy, and coupled with his effective leadership skills, we quickly reach an agreement on what the holistic concept means for SKAT, and how management must support the implementation project and it's sustainability in the best possible way.