CREATIVITY IN ORGANIZATIONS

A CASE STUDY OF HILTI AB

 Karlstad Business School
Handelshögskolan vid Karlstads Universitet

TITLE OF THE WORK:

Creativity in Organizations: A Case Study of HILTI AB

Prepared by:

Catharina Bangshöj
Julia Carlsson
Hafez Shurrab
 TABLE OF CONTENTS

TABLES OF FIGURES ............................................................................................................ II

INTRODUCTION ................................................................................................................. - 1 -

BACKGROUND ................................................................................................................... - 1 -

METHODOLOGY ................................................................................................................ - 3 -

THEORY ............................................................................................................................... - 4 -

ANALYSIS ........................................................................................................................... - 7 -

DISCUSSION ..................................................................................................................... - 10 -

CONCLUSIONS ................................................................................................................. - 11 -

REFERENCES .................................................................................................................... - 13 -

APPENDIX 1A ................................................................................................................... - 14 -

APPENDIX 1B ................................................................................................................... - 15 -

APPENDIX 2 ...................................................................................................................... - 16 -

APPENDIX 3 ...................................................................................................................... - 20 -

APPENDIX 4 ...................................................................................................................... - 21 -

I
 TABLES OF FIGURES

Figure 1: Organogram over the HILTI organization ............................................................. - 2 -

Figure 2: The HILTI business model .................................................................................... - 3 -

II
1. INTRODUCTION
The challenges of today’s business make it difficult for organizations to only
consider stability and efficiency as main concerns. The environment of businesses is
changing in a high pace. Moreover, the internal complexity of the organizations should
be able to match the environmental changes. Matching such changes and complexity
requires creativity to be integrated as dominant aspect in businesses and workplaces.
Historically, many scientists have identified creativity. Parkhurst (1999) defines
creativity as displayed quality or ability to introduce novel or original solutions to
unsolved problems. That could also be seen as the ability to develop novel and original
products. Therefore, organizations have that kind of inbuilt abilities are said to be
creative. However, creativity is still cognitive term. Thus, evaluating creativeness is not
easygoing to get through, and its results cannot be taken for granted.
Questions posed in this report opens discussion about organizations creativeness
such as what may characterize creative organizations, what aspects of work
environment may facilitate for their employees to be creative, and what links there can
be between control and creativeness within organizations? To reflect relevant answers
from the real world, HILTI Svenska AB is considered in this report as case study for
such discussion.

2. BACKGROUND
Martin Hilti and his brother Eugen established HILTI in 1941 in Liechtenstein,
when World War II was still raging. Starting out by serving the textile industry in
Switzerland and the automotive industry in Germany, the brothers’ mechanical
workshop started out with merely five employees and had grown to one hundred by
1945. In 1952 they started their foreign sales expansion and today the HILTI
organization is spread across the world, from South Africa to Sweden and the United
States to China. HILTI’s own product line was initiated with a powder-actuated product
line and now ranges from equipment used in the plumbing to the electrical industry.
Since 1980 HILTI is a privately owned company with the HILTI Trust as safeguard to
secure the corporation’s existence in the long run.

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 With the trust fund as a base for the corporation, HILTI is a company that builds
from the bottom up, see figure 1. The board of directors is led by Swiss Dr. Pius
Baschera and the head of executive board is Swedish CEO Bo Risberg. Building on the
top management, or bottom management in this case, are the key departments that
enables a sales basis for the market organizations who delivers the value of HILTI to the
customers.

Figure1: Organogram over the HILTI organization. (Appendix 2)

Four terms state how the value is to be delivered to the customer: integrity, courage,
teamwork and commitment. HILTI Corporation strives to identify the key aspects of
success for their customers,and deliver value-adding solutions to the construction
business through their products and services. Their business model (see figure 2)
invokes involvement of customers, employees, suppliers and partners to achieve the
overall goals set for the corporation; for their business to be sustainable and profitable.

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 Figure2: The HILTI business model. (Appendix 2)

Stating their visions for 2015, HILTI strategies build on what could be compared to
a four-legged stool. Social responsibility both within the company and externally being
one of them, HILTI Svenska AB includes in their strategy to consider the environment
and take care of the interest of their employees by primarily recruiting for top positions
from within the organization. They strive to gain grounds within new business area,
enhancing the loyalty of their customers and increase their growth rate.
Since HILTI answered yes to all questions presented a above they were an
interesting candidate to build a case about creativity on. Recently HILTI Svenska also
caught a second place in anevaluation performed by the organization Great Place to
Work, hence being the second best place to work in Sweden. This adds to the emerging
interest in evaluating if HILTI Svenska AB can be considered a creative organization
based on theories presented in the following section.

3. METHODOLOGY
Information about the theories was collected from books, scientific articles and the
course literature Entrepreneurship and Small Business. The scientific articles were
found in the databases Emerald and Business Source Premier through the search words:
creativity, leadership, control, industries and limitations. One of the books were found at
the database Emerald, through the search words: creativity and learning organization.
The other book is Images of Organization.

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 Which organization to choose for this report was decided by posing the following
questions to anemployee and manager over email (Appendix 1a):
1. Is creativity and new ideas encouraged at the company?
2. Is it accepted to take initiative with an uncertain outcome?
3. Is it allowed to fail?
4. Does employees experience the working environment as vivant and eventful?
5. Is there room left for humor and laughter?
6. Is the boss responsive and does a dialog occur?
7. Is there room to develop and think about new ideas?
8. Is it possible for everyone within the organization to be heard and affect how
the corporation is led and developed?
9. Is an encouraging language used?
10. Is cooperation encouraged?
By using these questions a first and simple evaluation regarding whether a company
could be considered creative or not was made. At HILTI an account manager and an
area sales manager were questioned and they answered yes to all exclusively (Appendix
1b). Further information for empirical data was collected through a meeting interview
with the area sales manager over the phone (see Appendix 4). After the information was
collected it was put together and summarized in this report. The theories were then
invoked when analyzing the case HILTI.

4. THEORY
To investigate the creativity of organizations, the characteristics of the flow of
routines and activities within these organizations are compared to the creative process
milestones. Creative processes may share similar phases that include generating
knowledge and awareness, incubation process, generating ideas, and evaluation and
implementation. Generating knowledge and awareness are basically built upon many
sources. In organizations, sources may be categorized into internal and external sources.
Internal sources may include research and development, engineering, purchasing,
production, marketing and sales, and reading, while external sources could be
distribution and agents, competitors, suppliers, customers, universities, consultants,
exhibitions, and networks. Creativity process can take much time unless individuals

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mull over the ideas in the back of their heads. Thus, incubation process could be seen as
phase where individuals within the organization play a significant role in presenting
starting points for idea generation. To be creative, organizations have to adopt ways to
generate and bring in ideas. There are several common ways of idea generation and that
may include brainstorming, analogy, attribute analysis, and gap analysis. Organizations
should have the ability to evaluate generated ideas. Some ideas could be more
promising than others, and that is approached during a convergent stage of the
evaluation process. Many discussion and analysis sessions need to be conducted and a
return to idea generation is sometimes required (de Bono, 1995).
Creative process may require playing different roles. That may include acting as
explorers, artists, judges, and warriors. Explorers are generally meant by generating
ideas, broadening perspectives, sifting through information, being curious, following
unexpected leads, constantly writing things downs. Artists try to turn resources and
information into new meaningful ideas by imagining, adapting, linking, reversing,
discarding, parodying and evaluating. Judges assess and evaluate the effectiveness of
concept and incorporating ideas through getting exposed to assumptions, timing and
probabilities. By being courageous, bold, and persistent, warriors achieve organizational
acceptance and implementation of ideas. The try to accommodate plans, assign
resources and motivate stakeholders to translate creative ideas into effective and
efficient reality (Burns, 2010).
Interchangeably, corresponding learning styles to the four sequential roles in the
creative process have been proposed by Kolb model (1984), where explorers are
represented as divergers, artists are represented as assimilators, judges are represented
as convergers, and warriors are represented as accommodators. Therefore, there is
cohesive relationship between learning and creativity. Thus, learning organizations have
rich atmosphere and high potentials for creativity (White, 1994).
To achieve an open and learning culture in an organization the leadership need to
involve their employees in the developing process. This can be hard for managers that
want to have control over every single decision within an organization according to
Morgan (2006). It is more stimulating for an organization if the learning process include
a double loop, which includes a step in the learning process that evaluate if operations
that might be used are relevant and appropriate for the specific task. This can be

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compared with learning processes that consists of just a single loop. Problems will be
evaluated and solved within an organization that use single loop learning but the
organization do not evaluate if the methods used to solve the problem actually are the
most effective one and there is a risk they do not apply the best solution to the problem.
To create an environment within an organization that is open and stimulating for
changes and new ideas the goals and visions should not be too specific but more
consists of restrictions for things that should be avoid rather that what the organization
actually want to achieve. If the main focus is on what should be achieved there are a risk
that other parts of the organization neglects and the result of the achieved goal is not
what was asked for from the beginning (Morgan 2006).
There are different sources of control, both formal and informal. Formal control
includes results while informal control are more focused on the social aspects within an
organization. In a study written by Busco et al. (2012) the connections between control
and creativity within a fashion company is evaluated. In that company the control had
become a condition for creativity. In the beginning of every new project, the
organization has a meeting to set up structures for the employeesand how they should
work with the new task. An important aspect for this though is that the restrictions
should be as few as possible so the employees still get the possibility to be free in their
creation. The control can include information as what to do, when to do it and the
budget for the project, the employee are then free to form how to attack the project. The
leader has control over the entire organization and is the one that comes with inputs and
restraints whenever needed (Busco et al. 2012).
The employees of any organization have certain perception of the organizational
environment. They may perceive leaders’ motivating actions as core intentions the
organization strives for, while they are in reality mere motivating actions. Therefore,
there is a positive relationship between leaders’ motivating actions and employees’
perceptions of such actions (Eisenberger et al., 2001).
There are some connections between how leaders behave and the creativity of
subordinates. The leaders play very significant roles in facilitating creative performance
by providing subordinates with useful resources and references, positive feedbacks and
reflections, and more significantly revolutionary ideas. That encourage them to get out
of the box and share their ideas whatever they could be (Mumford et al., 2002).

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 The enthusiasm, interest and energy given to creativity have positive impact on
creative performance of the surrounding environment. That could also be reflected from
the case of leadersand subordinates, where enthusiastic leaders for creativity seem to be
closer than others to enhance the creative performance of their subordinates (Amabile,
1983, 1988).
Some social attitudes seem to be positive for creativity including self-confidence
and being ready and highly prepared for change. The increase in these two factors
entails thriving in other factors such as employee relationships (Schyns, 2007).
Some scientists studied the relationship between leaders and subordinates. A
positive correlation has been detected between the quality of leader–subordinate
relationship and the creative and innovative behavior of subordinates. Another positive
correlation could be drawn on some cases of leaders-and-subordinates relationships in
which mutual trust and respect are dominant. Such relationships are more likely to
produce higher levels of innovation and creativity (Scott & Bruce, 1994).

5. ANALYSIS
HILTI Svenska AB only consists of sales units and warehouses with their
headquarter placed in Malmö. There is approximately 260 employees all across Sweden
and the organizations are divided into three areas; southern, middle and northern
Sweden.
HILTI has since the financial crisis in 2008 that struck the construction business
very hard, increased the level of turnover steadily over the three following years and
reached the same level as previous to the crisis, see Appendix 3. From previously
having had a high cash liquidity, the lower numbers and higher numbers of employees
may indicate that new investments are being made and that HILTI are strengthening
their position on the market once again.
According to Nilsson , area sales manager of the middle region, HILTI eliminates
uncertainty and fulfills their strategy stating their overall goals very clearly throughout
the organization. A way of enhancing clarity in their goal statements is to divide them
into global and individual goals. HILTI is a process controlled organization and clarity
is also communicated through the implemented processes employees follow. These

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processes have been carefully worked through and developed over the years, having
resulted in them being very well functioning. The processes facilitate the routines for
employees, and as a result, further development poses a challenge and it is easy to
become comfortable. For some individuals it is the preferred way of going about
working routines but it inhibits development. However, HILTI aims to provide
satisfactory conditions for their employees to encourage entrepreneurship and individual
development. Key in this the motivation that is communicated through the leadership,
hence, if a leader is able to transfer motivating actions into being interpreted as core
actions, this may lead to a positive outcome that enhances the message communicated
(Eisenberger et al., 2001).
Nilsson considers himself having the opportunity to control the work of the
employees both through statistical tools and dictating the working routines. Key
numbers to look at are collected through reports in Customer Relationship Management
(CRM) software. He does however avoid as much as possible to intrude on the working
routines, giving employees as much freedom and own responsibility as possible. The
statistical tools are used to ensure that standard sales goals are achieved, such as sales
numbers, location of an employee, and number of visits during a day. As mentioned in
the theory by Busco et al. (2012) the leader should give as little restrictions for the work
tasks as possible so the employee have a high possibility to form in what way it prefer
to work and in that way also come up with suggestions to develop the organization. Just
as in the case with the fashion company HILTI have limited constraints within their
work descriptions. The leader Daniel Nilsson has both formal and informal control over
the organization. With formal control like the statistical tools he can control the
organization so it does not fail in their purpose to be financially profitable. With a
security that the employees are making as many numbers of visits a day as necessary
HILTI can then focus on other sub goals in the organization.
Regarding the level of formality at the workplace, employees have a lot of own
responsibility and are free to plan their days as they wish. That is very significant from
creativity point of view (Schyns, 2007). However, this does not include deciding your
own working hours. Choosing what projects an employee wants to take on is in some
cases up to the individuals themselves, for larger projects employees are however
assigned to a project and restricts the personal choice.

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 When it comes to new problems arising within the organization, the level of the
actual newness of the problem varies greatly but is less than often not really a new
problem. Solutions can most of the time be based on previous experience even though
new aspects can be added from external sources. Problems many times arise when
being out on the field, working directly with customers, and are an important source for
further development of the organization. According to Nilsson it is in the physical
meetings with customers that many ideas for development and improvement are
generated and he stresses the importance of having specific knowledge in the area in
order to pose the right questions. If the problem is stated correctly it is easier to be
creative and look for solutions outside the general frame, perhaps even to other
businesses. These are the two main sources of inspiration stated by Nilsson. Ideas are
however encouraged to emerge from within the organization as well. Even though
specific actions might not occur to catch these ideas, everyone in the organization may
question and generate ideas regarding production and working routines. This is equally
as important as looking outside the business for creative solutions (Amabile, 1983,
1988). In generating ideas within the organization, Nilsson recognizes the importance of
following up on incoming suggestions in order for the initiative to emerge at all.
In the recruiting procedures of new employees, the evaluation of every individual is
not pursued as deep as being able to assess personal traits and the creative traits or what
kind of learning types they are. According to Nilsson, what they consider in the
recruitment process are skills that suits the work that is to be performed and try to
increase the level of females, academics and immigrants. After recruiting they aim to
provide an environment suitable for any personality to improve working conditions and
results, for both the individual and the organization.
Comparing HILTI business with the process of the characteristics creative process
(de Bono, 1995), some similarities could be found. HILTI has opened environment with
relative learning environment and that may represent the stage of generating knowledge
and information in the creative process. Clarifying processes and goals, and pursuing
employee’s motivation and commitment may represent the incubation process. Finally,
their ability to find solution to involve employees, suppliers and customers could
represent generating, evaluating and implementing stages respectively. It is also worth
mentioning that in HILTI’s sessions of idea generation, several roles are played by a

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group of insiders and outsiders. The main aim is to find creative solutions. Distributing
roles to suitable players is in general very significant for the quality of both learning
(White, 1994) and creative performance outcomes (Burns, 2010). Besides, HILTI as
solution seeker relies heavily on being dynamic to react with novel solutions to
introduce to the customers. That could be finely practiced in general if companies
function as learning organizations (Morgan 2006).

6. DISCUSSION
Creative organizations may be different in how they facilitate and present
creativity, but they share similar characteristics. To generate knowledge and information
that may facilitate openness, creative organizations support their employees by
resources of knowledge and information through different ways. They may subscribe to
some of relevant journals, magazines and newspaper that could be relevant and helpful
for employees to be exposed to. They may enable employee to get accessibility to e-
libraries and multimedia stores. The type of resources provided is related to how they
contribute to the industry. For instance, for fashion industry, it could be helpful for
designers to be exposed to fashion magazines and trends. It is also important for them to
be exposed to irrelevant sources of information, as creativity is essentially related to the
novel and unfamiliar ideas. These specific actions would be necessary to specify and
evaluate in order to properly determine whether anorganization is creative or not,
something that is lacked in the analysis of HILTI’s working environment.
Moreover, creative organizations should create creative environment to employees.
That comesfirstly by enhancing their commitment to the business. This is one of the
challenges for HILTI since they are a process-controlled company. What could not be
interpreted in the answer collected during the interviews were the specific actions
HILTI takes to elude this issue. However, leaders play very crucial role in getting
employees involved in the vision and values of the organization. When employees are
fairly committed to the organization, their interests to come up with creative ideas
would be improved. As a result, involvement may get into their minds in sub
consciousness, which is indicated as incubation process. Additionally, the
organizational culture is highly important in the incubation process, since commitment
and encouragement are essentially associated with informal relationships and operating

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norms and values. Thoughts similar to “there is no stupid idea” should be explicitly
declared. This aspect is touched upon in the initial questions posed to both employee
and manager, where both parties answered yes to the questions if it is allowed to pursue
initiatives with anuncertain outcome and if it is allowed to fail.
Another characteristic for organizations to be creative is the ability to generate
qualitative ideas instead of quantitative ones. There are various techniques in how to get
closer to realistic creative ideas within relatively short periods of time. That requires
having the ability to evaluate and implement such ideas. Creative ideas are not highly
meaningful until it matches high degree of the organization’s ability to implement them.
As mentioned by Nilsson during the interview, it is important to have specific
knowledge in the relevant area in order to pose the right questions and avoid spending
time on problems that are hardly relevant. This might however also limit the creativity
and result in missing innovative actions for development.
A continuous learning is important for a developing process within an organization.
In some organizations working with their learning process they might be creative as
well since there are a connection between creativity and learning. An organizational
environment that are open and with a high acceptance of mistakes and own ideas can
from that perspective be seen as creative. The leadership style is an important part of the
creation of the organizational environment. With a leader communicating a high
acceptance and few limitations for in what way a specific task should be done the
employee is more involved in the process. With involve the employees in the processes
and give them the ability to be more free to affect in what way the individual prefer to
form their working task. This can be described as if the control within the organization
decentralizing from the leader to the individual. Another aspect of control that is
important is that the organization needs to struggle toward the same goals. The leader
should have the knowledge of every part in the organization from a general view so s/he
have the ability to set up goals that are not too specific and that can be represented in the
same way in the entire organization.

7. CONCLUSIONS
With the structure of the work and tasks connected with HILTI’s business model
the organization is mainly process oriented and can therefore be considered follow

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procedures and function like a machine. It is therefore easy for employees at HILTI to
fall into routines. They do however welcome ideas from all parts of the organization and
actively strive to increase the level of creativity by letting the way of performing the job
is individual and free. It is also realized by the management that ideas are generated not
only from within the company but also from external entities and uses this to find
solutions to problems arising in work situations. So although the work itself may not
leave room for much creativity, they aim to achieve a creative working environment to
aid development of the company. Specific methods would need to be assessed in order
to properly evaluate whether an organization has a creative environment or not. The
financial results have approved since the financial crisis, further research does however
need to be performed in order to link it to the creative initiatives placed by management.

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8. REFERENCES
Amabile, T.M. (1983) The Social Psychology of Creativity: A Componential
Conceptualization. Journal of Personality and Social Psychology.

Amabile, T.M. (1988). A Model of Creativity and Innovation in Organizations. In Staw,

B.M. and Cummings, L.L. (eds.), Research in Organizational Behavior. JAI Press,
Greenwich.

Burns, P. (2011). Entrepreneurship & Small Business. Palgrave Macmillan, Hampshire.

Busco, C., Frigo, M. L., Giovannoni, E., Maraghini, M. P. (2012). Control vs.
Creativity. Strategic Finance

De Bono, E. (1995). Serious Creativity: Using the Power of Lateral Thinking To Create
New Ideas. London: Harper Collins.

Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P.D. and Rhoades, L. (2001).
Reciprocation of Perceived Organizational Support.Journal of Applied Psychology.

Kolb, David (1984). Experiential learning: Experience as the source of learning and
development. Englewood Cliffs, NJ: Prentice-Hall.

Morgan, G. (2006). Images Of Organization. Thousand Oaks, California: Sage

Publications.

Mumford, M.D., Scott, G.M., Gaddis, B. and Strange, J.M. (2002) Leading Creative
People: Orchestrating Expertise and Relationships.Leadership Quarterly.

Parkhurst, H. B. (1999). Confusion, lack of consensus, and the definition of creativity as

a construct.Journal of Creative Behavior.

Schyns, B. (2004). The Influence of Occupational Self-Efficacy on the Relationship of

Leadership Behavior and Preparedness for Occupational Change.Journal of Career
Development.

Scott, S.G. and Bruce, R.A. (1994) Determinants of Innovative Behavior: A Path Model
of Individual Innovation in the Workplace. Academy of Management Journal.

White, M.G. (1994). Creativity and the Learning Culture.Learning Organization.

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APPENDIX 1A

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APPENDIX 1B

Från: Catharina Bangshöj <catharina.bangshoj@reba.se>
Datum: 2 april 2013

12:31:50 CEST
Till: Mathias Hansen
<hansen.mathias@hotmail.com>
Ämne:Kreativt ledarskap

1. Uppmuntras kreativitet och nya idéer på arbetsplatsen? JA JA

2. Är det accepterat att ta initiativ som har ovisst resultat?JA JA

3. Är det tillåtet att misslyckas?JAJA

4. Upplevs atmosfären på arbetsplatsen/i arbetsgruppen som levande och händelserik?

JA JA

5. Finns det utrymme för humor och skratt?JA JA

6. Lyssnar chefen och sker en dialog? JA JA

7. Finns tid till att tänka ut nya idéer?JA JA

8. Finns möjlighet för alla inom organisationen att göra sig hörda och påverka hur
företaget leds och utvecklas? JA JA

9. Används ett uppmuntrande språk?JA JA

10. Uppmuntras samarbetet?JA JA

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APPENDIX 2

Information of the HILTI Corporation

Hilti Online - Corporate Organization 2013- 04- 12 12:33

Hilti Corporation

Home About Hilti Company Corporate structure Corporate Organization

Corporate Organization

Hilti. Outperform. Outlast.

Hilti = registered trademark of Hilti Corporation, 9494 Schaan, Liechtenstein
© 2009-2012, Right of technical and programme changes reserved, S.E. & O.

http:/ / www.hilti.com / holcom / page/ m odule/ hom e/ browse_m ain.jsf?lang= en&nodeId= - 8579 Sida 1 av 1

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Hilti Online - Företagsporträtt 2013- 04- 12 12:33

Hilti Svenska AB:

020-555 999

Home Om Hilti Företaget Företagsporträtt

Kort om Hilti

Hilti är världsledande på att utveckla, tillverka och marknadsföra högkvalitativa produkter och tjänster som skapar
mervärden för professionella kunder inom industrin och byggbranschen. Hiltis huvudkontor finns i furstendömet Lichtenstein
men verksamheten är global. Hilti finns i fler än 120 länder runtom i världen och har nästan 20 000 anställda. Den
gemensamma företagskulturen bygger på värderingarna integritet, mod, teamwork och engagemang.

Hiltis början var blygsam men djärv. År 1941, mitt under andra världskriget, öppnade Martin Hilti och hans bror Eugen en
mekanisk verkstad med fem anställda i Schaan, Liechtenstein. Bröderna Hilti, med Martin i spetsen, startade sitt livsverk
med en otrolig energi och vilja. Martin Hiltis livsverk och Hilti-gruppens oberoende är långsiktigt säkerställt. År 1980 avsade
sig samtliga medlemmar i Hilti-familjen rätten att ärva aktier i företaget, så att dessa kunde placeras i en stiftelse. Alla
koncernens aktier ägs numera av Martin Hiltis familjefond, med målet att säkra grundaren Martin Hiltis livsverk på lång sikt.
Stiftelsen skänker bland annat bidrag till kulturella och sociala projekt, liksom till utbildning och vetenskap.

Idag är Hilti en världsomspännande affärsverksamhet. Merparten av försäljningen går genom direktförsäljning till kund via
egen säljkår. Två tredjedelar av de anställda har direkt kundkontakt till i marknads- och säljbolagen vilket resulterar i mer än
200 000 kundkontakter dagligen! Hilti har egna produktionsanläggningar och forskningsavdelningar i Europa och Asien.

Hilti är starkt värderingsorienterat. Hilti tar tillvara på intressen från alla sina samarbetspartners – kunder, leverantörer och
anställda – och för in dessa i sin strategi. Dessutom skapar Hilti, genom sitt sociala och ekologiska ansvar, en bas av tillit
som gör långtgående vinster möjliga för koncernen.

Hilti. Outperform. Outlast.

Hilti = registered trademark of Hilti Corporation, 9494 Schaan, Liechtenstein
© 2009 - 2013, Right of technical and programme changes reserved, S.E. & O.

http:/ / www.hilti.se/ holse/ page/ m odule/ hom e/ browse_m ain.jsf?lang= sv&nodeId= - 136652 Sida 1 av 1

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Hilti Online - Hiltis affärsm odell 2013- 04- 12 12:32

Hilti Svenska AB:

020-555 999

Home Om Hilti Företaget Strategi Hiltis affärsmodell

Hiltis affärsmodell

Våra uppsatta mål – hållbar och lönsam tillväxt – uppnås genom att vi har nöjda kunder, anställda, leverantörer och
samarbetspartners samt genom positivt inflytande på samhälle och miljö.

Hilti. Outperform. Outlast.

Hilti = registered trademark of Hilti Corporation, 9494 Schaan, Liechtenstein
© 2009 - 2013, Right of technical and programme changes reserved, S.E. & O.

http:/ / www.hilti.se/ holse/ page/ m odule/ hom e/ browse_m ain.jsf?lang= sv&nodeId= - 136619 Sida 1 av 1

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Hilti Online - Historia 2013- 04- 12 12:36

Hilti Svenska AB:

020-555 999

Home Om Hilti Företaget Historia

En resa genom Hiltis historia

Hilti. Outperform. Outlast.

Hilti = registered trademark of Hilti Corporation, 9494 Schaan, Liechtenstein
© 2009 - 2013, Right of technical and programme changes reserved, S.E. & O.

http:/ / www.hilti.se/ holse/ page/ m odule/ hom e/ browse_m ain.jsf?lang= sv&nodeId= - 136622 Sida 1 av 1

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APPENDIX 3

Financial results of HILTI Svenska AB

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APPENDIX 4

Intervju med Daniel Nilsson, Area Sales Manager HILTI Svenska AB

Endast försäljning i Sverige, ingen produktion?

Ja, lager.

Hur specifika är ni när ni presenterar mål för organisationen?

Tydliga, väldigt tydliga, greatplacetowork, global nivå till individ.

Hur specifika arbetsuppgifter är

Både och, processtyrda, lätt att bara följa processer och inte tänka själv, inte alla
individer tänker själva och utveckling, entreprenörskap, välfungerande processer.

Hur stor inblick har du i varje individs arbete? Har varje anställd stort eget ansvar? Om
ja, när blir du inkopplad?
Både och, statistik, styr dagen helt fritt, misskötsel, var man är, tvingas komma upp med
lösningar individuella, mix av vem som bestämmer vilka uppdrag som ska ta, säljaren är
närmast kunden.

Skulle du säga att ni har ett formellt arbetssätt?

Ingen flextid, rekommendationer, lägga upp dagen som du vill, rapportering styrs via
CRM system inget kontrollsystem, viktigaste är att arbetsuppgifter.

Hur angrips nya problem, hur jobbar ni med problemlösning?

Nytt oftast inte nytt i organisationen, använder tidigare erfarenhet, både och double
singel, ingen.

Jobbar ni aktivt med att generera nya idéer eller jobbar ni med det som följd av att lösa
ett problem?
Försöker jobba aktivt med att generera idéer, inget nytt, jobbar aktivt till at få nya idéer,
viktigt märker att det händer.

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Vad ser du som största källa till inspiration till nya idéer?
1 för att komma på nya idéer, hur frågan ställs är halva lösningen, insatt i branschen för
att ställa rätt frågor, vara ute mycket och träffa kunder och får problem serverade, vet
vilka frågor som kommer upp.
2 titta utanför branschen, väldigt viktigt, inte ser kopplingen initialt.

Tas idéer som rör produktion eller arbetssätt vara på från alla anställda på er enhet och
hur sker kommunikationen kring detta?
Alla.

Ser du några fördelar med att vara ett privatägt företag?

Fördelar mer långsiktigt ägande, kortsiktiga resultat, långsiktig inte samma press, ges tid
att vara kreativ.

Berätta lite mer om vision 2015.

Socialt ansvarstagande, retention rate, primärt rekrytera chefer inifrån, new business
expandera, solcellsenergi, gruvor, lojalitet hos kunder parametrar viktigt,
försäljningstillväxten, bryts ner i regionsmål, smörgåsbord PMP mål, välja olika mål.

Filosofisk fråga: Tror du kontroll hämmar eller främjar kreativitet?

Generellt beror på, hämmar, författare, kontroll och tankar, lösningsverksamhet, ligger
över axeln är inte, viktigt att låta människor växa och ta egna beslut.

Gruppdynamik.
Kvoterar inte på något sätt, letar efter akademiker som kan lära hantverkare mycket,
önskar större spridning, inte strukturerat grupproller, olika människotyper och hur de
ska behandlas för att jobba bäst, anpassa till individen.

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