After many long nights, countless hours, blood, sweat and the odd tear, the Courage Report is finally here.
At Daresay we meet a lot of people who take courageous decisions everyday when transforming their organisations. So we decided to check the barometer among businesses in Sweden to find out if this was the norm. We wanted to know just how courageous decision-makers are when it comes to adapting to change and driving digitilisation.
Together with the Novus Research Group we interviewed senior management at 150 companies with 500 plus employees, and compiled the key findings in the Courage Report. You can now read it in Swedish. If Swedish isn’t your thing, we’ve summarised the findings below.
Don’t miss our other courage related articles at the bottom of the page.
Read the full report (in Swedish)
Almost everybody (97%) was in agreement that courage is a key attribute to lead a company in the right direction in today’s business climate. 86% felt courage was a necessity in their current role.
22% believe that their companies are very courageous when it comes to ways of working, business development and leadership. A further 58% consider their organisation to be courageous enough, while 19% consider their companies to be uncourageous.
Almost twice as many women (27%) as men (15%) consider themselves to be very courageous at work. While 14% of both men and women consider themselves to be uncourageous.
On the digitalisation front, we found that 80% of companies had actively implemented changes to their organisation and/or customer offering in the past five years. How big a change however, we are not privy to. Out of these companies we found:
62 % of companies that have implemented some form of transformation expect a growth of 6%, while only 55% of companies in general expect a similar growth. Of the 17% that haven’t begun a programme of digitalisation, 17% believe it will be decisive to their future.
Corporate mind-sets have to change, organisations have to be restructured. Time for courage in todays organisations!
What’s expected of a leader to deliver success in a traditional industry such as banking or finance?