Manufacturing companies
Build shared ownership of growth – from procurement to aftermarket
In manufacturing companies, growth and margin are rarely lost in one place. Problems arise in the handovers. When order intake and production do not work closely enough together. When delivery dates slip. When specifications change after the order has been secured. When sales have to offer a discount at the last minute. When service and aftermarket remain opportunities that are never fully realised.
More than 100 manufacturing companies have worked with Intenz to navigate uncertainty and build shared ownership of growth. So that growth and momentum are prioritised, led and owned in day-to-day work.
Common challenges we help manufacturing companies solve
- Bring the leadership team together as one team that owns and drives the strategy
- Give employees ownership of the change
- Get clear on what it takes to grow sales
- Build a shared commercial approach that improves sales effectiveness.
Danfoss Orbital & Gear Solutions · Increased employee engagement from 69 to 79 and the culture score from 3.85 to 4.05 by making culture, leadership and behaviour tangible for 540 employees.
Help your leaders to move the business from A to B
The strategy has been communicated. But we still lead the way we always have.
“We have launched a lot of initiatives, but I am not seeing enough change in day-to-day behaviour.”
"The leaders understand the direction, but they struggle to translate it for their own teams."
“We lack a shared language for what the changes mean in practice.”
In manufacturing companies, change quickly becomes tangible. A new strategy affects production, quality requirements, service agreements, sales conversations and how teams work together across shifts, sites and functions. If behaviour does not change where the work happens, the change remains something the leadership team talks about.
It is rarely vocal resistance that stops change. It is a lack of clarity. What should the team leader do differently on Monday? Who addresses it when old habits take over? How does management follow up? When these questions remain unanswered, leaders become messengers rather than drivers of change.
Leadership development needs to be closer to day-to-day work than a course can be. Leaders need a shared language, practical tools and regular cadences that turn strategy into behaviour. Employees need to see what the change means for their work, contribute to it and feel confident that their leaders have the skills to lead it.
Gør dine ledere til et stærkt team på 90 dage
Fra et lederteam, der kan drifte — til et, der kan drive strategien.
"Ledere er dygtige, men siloerne vokser."
"Vi mødes om drift, men skubber de svære beslutninger."
"Der er for meget information og for få beslutninger på vores ledermøder.”
I produktionsvirksomheder er funktionerne afhængige af hinanden. Når de ikke spiller sammen, bliver det hurtigt synligt i leveringstid, kvalitet, dækningsgrad og kundens oplevelse.
De enkelte ledere er ofte både dygtige og ansvarlige, men hverdagen trækker dem tilbage i egen funktion, egne KPI'er og egen brandslukning. Lederteamet mødes hver uge, men bruger tiden på statusopdateringer i stedet for beslutninger, der flytter forretningen.
Vi giver jer ét forløb, der gør gruppen af ledere til ét team. Ikke med endnu en workshop eller flere personprofiler, men ved at skabe en klar fælles retning med prioriterede indsatser og en mødestruktur ,der skiller drift fra strategi. På den måde kan lederteamet tage de svære dialoger i rummet, træffe vigtige beslutninger hurtigere og eje de tværgående initiativer sammen.
Grundfos · Gained clarity on which sales activities actually drive results and developed a shared approach to improving sales performance.
Lead sales with clarity and direction
The pipeline looks healthy, but the forecast is unreliable, and you cannot see what needs to change.
“I get sales updates, but not the reality behind the numbers.”
"When the forecast slips, I don’t have the facts to explain why."
“We do not know whether we are missing activity, quality or momentum.”
In a manufacturing company, you can see where the flow stops. You know your capacity, bottlenecks, utilisation rates and operational variances.
But when you shift your attention from the factory to sales, the picture often becomes less clear. Meetings take place, the pipeline is reported, and the forecast is revised. Yet you still do not know whether the right deals have enough momentum to reach your targets.
Commercial clarity gives sales leaders the same operating discipline you already use in production: shared definitions, clear stages, qualification criteria and a regular cadence for reviewing pipeline, forecast and sales behaviour.
You do not get an analysis that ends up in a drawer. You get a clear view of where sales lose momentum, a prioritised action plan within eight weeks and sales management cadences that result in clearly defined actions for specific deals.
“I find Intenz highly empathetic and engaging. They create understanding and bridge the gap between theory and the reality we work in. That is the foundation for making our cultural change a success.”
Per Stryhn, CEO
Why Intenz
Business and people. Two realities that must come together before everyone can take ownership of growth.
You invest significant resources in strategies, budgets, process plans, capacity requirements and new commercial ambitions. Meanwhile, day-to-day operations continue at full speed, driven by production, quotations, technical issues, deliveries and customer requirements. Behaviour follows a logic of its own, often far removed from what you set out to design.
Growth does not happen simply because the plan is right. It happens when people understand the “why”, help shape the “how” and develop the skills needed to turn it into “what” happens on Monday morning. That requires a shared language between the blue and the red: business and people. We call this Purple Reality: a reality where direction and behaviour align. That is exactly what we help you create.
So when manufacturing companies want to create growth that everyone takes ownership of, they call us.
What do you get?
Transformation, energy and growth that you can begin to measure after 90 days.
The return on investment from transformation is rarely a simple calculation. But the impact becomes visible when the strategy comes to life in day-to-day operations. When the leadership team makes better decisions. When salespeople work more consistently. When the organisation spends less energy on noise and more on what drives growth.
Lantmännen Unibake · Built significant momentum in record time and saved millions through rapid execution.
Engel · Rolled out a shared sales playbook across more than 20 European markets, moving sellers out of the “quote factory” and into value selling.
PanzerGlass · Created a shared sales model for 70 sellers, gained market share and delivered its best-ever Apple launch.
Schneider Electric · United the leadership team and turned pressure on the factory into stronger performance, better customer deliveries and recognition as a smart factory.
Book a 30-minute conversation with us
Get everyone to take ownership of your growth by next quarter (without a new strategy or standard training programmes)