Strengthened shared priorities

A MedTech company that, through performance management and a new steering model, has successfully strengthened shared priorities, improved follow-up processes, increased transparency and created a clear focus.

Over several years, we have worked in a structured way to refine our strategy as the market has evolved. In a rapidly growing market, a strong connection between strategy and day-to-day operations is essential. With the patient at the center, the work with TIC and the implementation of the new steering model have enabled efficient and transparent follow-up across the entire organization. This ensures that the activities generating the greatest value for both our business and our customers are always visible and prioritized accordingly.

Kristoffer Nordström, CFO
XVIVO

The Challenge

Concretization of how they should steer and follow up at company level

XVIVO was founded in 1998 and is the only company dedicated to extending the life of all major organs, enabling transplant teams around the world to save more lives. XVIVO’s solution empower leading clinics and researchers to push the boundaries of organ transplantation.

XVIVO is a global company headquartered in Göteborg and listed on NASDAQ.

The company is on an expansive growth trajectory with rapid development of both its product and service portfolio as well as the market as a whole.

As a result, several clear needs were identified:

Strengthen and increase the visibility of shared priorities, ensuring that everyone contributes to the company’s long-term strategy.
Strengthen the connection between strategy and day-to-day operations.
Drive proactive actions through clear and measurable objectives while ensuring high-quality data. Avoid measuring everything.
Improve follow-up of the strategic aspects in the day-to-day operations.
Create transparency and enable everyone to track the progress.

The starting point for XVIVO was the development of a steering model to strengthen the implementation of the company’s updated strategy across the organization through clear and efficient follow-up. With the steering model in place, the management team was able to come together and develop a shared short-term prioritized objective, along with greater clarity around how to achieve it. This was intended to ensure focus and progress in the long-term strategic work.

To further improve employees’ understanding of how their individual contributions support XVIVO’s progress, the overall performance management was cascaded into two core functions: “Business Operations” and “Commercial”. Supporting functions contribute through key activities that enable the core functions and XVIVO as a whole to achieve their objectives. This approach helps avoid siloed ways of working and instead strengthens the internal collaboration across departments.

The Solution

A shared focus

The Results

Efficiency and progress

Each month, XVIVO can now bring together stakeholders across multiple levels of the organization to discuss and jointly analyze the business performance in a structured and efficient way, to make data-driven operational decisions.

More efficient management team meetings, with a clearer focus on the results being created.
Strengthened organizational alignment through a shared prioritized objective, helping maintain focus on the journey toward delivering the long-term strategy.
Clearer and more transparent project steering, providing internal decision-makers with the right information to make informed decisions without getting lost in unnecessary details.
Increased understanding of the capabilities that need to be developed, both across the company as a whole and within individual departments, to successfully execute the strategy.