Case story

How Danfoss enhanced ownership of results and culture

Who is Danfoss?

Danfoss is a global leader in developing energy-efficient technologies that contribute to creating more comfortable indoor climates in buildings and enabling food delivery with minimal waste.

Danfoss Orbital & Gear Solutions, Controls, is a global supplier of mobile hydraulics for the construction industry, agriculture, and other off-highway vehicle markets. Controls is a division of Danfoss Power Solutions, the largest segment within the Danfoss Group, driving change in our ever-evolving world.

Danfoss’ challenge and goal

At the end of 2021, Danfoss Orbital & Gear Solutions, formerly Danfoss Work Function, conducted an employee survey (called the Voice survey) that revealed a score of 69 out of a possible 100 points for engagement. This led to an immediate recognition that action was needed, and the Voice survey became the starting point for a culture transformation initiative in collaboration with Intenz. The focus was squarely on developing the organization’s culture and behaviors.

The starting point was low engagement, but there were also several underlying factors that needed to be addressed to improve it: Was it safe to voice opinions? Was there a sense of well-being? Was there trust? Was collaboration effective? Were strong relationships in place?

At the same time, a tendency had emerged where employees did not fully appreciate the many benefits and opportunities within the organization. There was a sense of ingratitude—a tendency to view the glass as half-empty rather than half-full, focusing more on what was lacking than on what was being provided.

“Poor well-being and job satisfaction impact many aspects of daily life. They affect results. Projects tend to be delayed, deadlines aren’t met, motivation suffers, and ultimately, outcomes can turn out more negative than they otherwise would have been.”

And the goal? To strengthen engagement within the organization and the factors that drive it — with the ambition of raising the Voice survey score by 8 points (from 69 to 77).

A look into the process: How we did it

Together, we initiated a comprehensive culture journey to enhance engagement—but what does such a process actually entail? We approached it as a collective project.

“It’s important to recognize what we can handle ourselves and what we cannot. That’s where Intenz comes into the picture.” – Morten Kjær Hansen, Plant Director, Danfoss BU Orbital & Gear Solutions

The core of the culture journey was Danfoss’ three behaviors – three principles that define the culture and conduct needed to achieve success at Danfoss. The challenge, however, lay in bringing these behaviours to life within the organization.

Frontline passion
Run the business like your own
Think Danfoss

A vital part of the culture journey involved interpreting these three behaviors and working with them so they became more than just statements—turning them into something meaningful and practical for everyone in the organization. Thus, the three behaviours played a central role in designing the process, tools, and measurements throughout the journey.

"We’ve put some effort into interpreting our behaviors. It was needed—what does passion really mean? What does it mean to run the business like it’s your own? And thinking Danfoss, what exactly does that entail?"

The culture transformation involved everyone in the organization — all 540 employees, including both leaders and production workers. This broad involvement was crucial for establishing a shared starting point and anchoring the change across the organization.

To achieve our goals, we have collaboratively worked on:

Increasing engagement to drive better results collectively
Establishing a common language with tools for daily use
Strengthening collaboration and relationships to break down silos
Conducting a Culture Survey with all 540 employees
Hosting leadership workshops and identifying focus areas
Involving employees through cross-organizational workshops
Training and activating cultural ambassadors
Bringing the three Danfoss behaviors to life
Building a strong, self-sustaining culture with high job satisfaction

The Solution: The road to a strong, self-sustaining culture

Although Orbital & Gear Solutions’ Voice survey highlighted a need for development, we began the process with an Intenz Culture Survey to establish an exact starting point. This assessment examined the organization’s culture, behavior, and mindset, with all 540 employees participating. They answered 45–50 questions — and at the same time, they were asked to indicate how important it was for them to know the answer.

The Culture Survey revealed a solid foundation with a score of 3.85 — closer to good than average, but there were some areas that needed significant improvement.

"The responses provided an excellent basis for shaping the program. Using the results, we could plan the entire process and tailor our workshops."

During the leadership workshops, five key focus areas were highlighted as priorities for improving culture and behavior:

Danfoss’ Purpose
The three Danfoss Behaviors
Processes
Organization
Leadership

The leadership team has played a crucial role in guiding the culture transformation and ensuring its continuity.

“Already after the first leadership workshops, we in the leadership group agreed to collaborate closely. The leaders also shared what they had presented to their teams, how they had done it, and how they ensured employee involvement.”

– Tina Bloch Simonsen, Project Manager, Communications Specialist, and Cultural Ambassador, Danfoss BU Orbital & Gear Solutions

Employee involvement was crucial throughout the cultural journey. Rather than focusing exclusively on leadership sprints, the process moved directly from leadership workshops to involving the entire organization.

This involved employee workshops, with 25–35 employees from different departments and levels participating in each session. The content of these workshops included approachable teaching and various exercises.

At each workshop, Morten Kjær Hansen personally welcomed participants, setting an example as a strong front-runner, and underscoring the high priority of the cultural journey for Orbital & Gear Solutions. This approach had a significant impact:

"Morten emphasized at every welcome speech that this is something we are committed to, and it won’t stop anytime soon. By presenting at each workshop and leading from the front, Morten ensured everyone understood that this is something we prioritize."

A common language: Essential tools and (most importantly) anchoring

In the culture journey, we focused on creating a common language within Orbital & Gear Solutions, where practical tools for daily use play a central role.

“We were familiar with many of the tools, and we knew they were easy to implement and that everyone could quickly learn them — but the most important part was that we learned effective communication and gained shared tools, all of which are useful.”
– Tina Bloch Simonsen, Project Manager, Communications Specialist, and Cultural Ambassador, Danfoss BU Orbital & Gear Solutions

The key was to ensure that everyone was introduced to the same tools — multiple times and in the same way — so the tools became a shared resource across the organization. This approach ensures the tools can be used to facilitate clear communication, align everyone on the same page, and foster a positive tone.

However, learning the tools is one thing; implementing and anchoring them into the culture and behavior is another.

"We use the tools in our daily work — and this is something I also hear from the leaders, that they are actively using them now. We've achieved a common language, and that's the strength of these tools."

In fact, using the tools has become completely natural, as everyone in the organization is on board.

Tools like Green & Black track, What, Why, How, The Circle of Influence , The Cathedral Builder, and Island Jumping make a significant difference in daily work — especially in relation to the selected focus areas, where different tools support the three Danfoss behaviors in everyday practice, bringing them to life.

Maintaining this requires dedication and momentum. That’s why Orbital & Gear Solutions has trained culture ambassadors to lead the way and sustain the progress over the long term. The culture has also been physically marked with info boards featuring the tools, posters, green dust on the walls, green footprints on the floor, and cultural statements on water bottles.

"Especially the green dust has become a recurring symbol throughout the organization, helping us maintain focus on it. We have moved into the Green Zone and adopted a positive mindset. After all, we all prefer to be happy at work—and when we are, that's when the best results are achieved."

Through this culture initiative, the focus has shifted towards what people can influence and control, rather than that is merely a given condition. This shift has significantly enhanced the organization’s ability to achieve strong results together.

The outcomes from the collaboration for Orbital & Gear Solutions

One of the most significant outcomes of the culture journey has been the ability to collaborate effectively to achieve the best results. With a common language, a strong culture, and practical tools, engagement has been strengthened, and collaboration has become easier. This has also led to the breakdown of silos:

“We have become better at visiting one another and putting ourselves in each other’s shoes to achieve the best possible collaboration, ultimately resulting in the best collective outcome.”
– Tina Bloch Simonsen, Project Manager, Communications Specialist, and Cultural Ambassador, Danfoss BU Orbital & Gear Solutions

"The cultural initiative has also transformed the role of leadership. Today, leaders take on a more facilitative role, guiding dialogue and setting direction rather than giving commands."

The initiative has also made a significant impact on the three Danfoss behaviors. They now serve as a strong guideline for culture and conduct, with employees actively using them to align efforts and successfully meet tight deadlines. In short, the three behaviors are no longer just statements; they have become meaningful and integral to the culture and conduct.

"I can see my colleagues reminding each other of the different behaviors, especially when someone might not be having the best day. We refer to the three Danfoss behaviors, which are displayed in many places, and it helps us bring each other back into the Green Zone."

The cultural transformation is evident in the results:

The Culture Survey score increased from 3.85 to 4.05. A score above 4 is considered world-class.
In Danfoss’ employee survey, the Voice survey for BU Orbital & Gear Solutions in Nordborg, the engagement score increased from 69 to 79 points.
Some underlying parameters improved even more. “Feeling safe to speak up” increased by 17 points.
Danfoss BU Orbital & Gear Solutions won a Diversity & Inclusion award for creating an environment where everyone feels safe, heard, respected, and valued, regardless of their organizational level.

This is truly impressive — especially for an organization with 540 employees, the majority of whom are production workers. Everything points to stronger engagement and an improved ability to achieve excellent results together. Well done!

Danfoss BU Orbital & Gear Solutions

In 2021, a Voice survey was conducted at Orbital & Gear Solutions, which became the trigger for a subsequent cultural transformation initiative.

The biggest challenge was low engagement—with several underlying indicators. Therefore, we focused on developing the culture and behavior within Orbital & Gear Solutions.

This quickly became evident in the improvements in productivity.

Along the way, we focused on five key areas where there was a particular need to strengthen culture and behavior: Danfoss’ Purpose, the three Danfoss behaviors, processes, organization, and leadership. The three Danfoss behaviors, in particular, have been central to the cultural journey, ensuring they are brought to life throughout the organization.

Employee involvement has been the foundation of the cultural initiative—both to create a strong basis for development, to involve everyone, and to ensure anchoring. This has been a critical factor in strengthening engagement.

The results speak for themselves. The latest Voice survey showed an engagement score of 79 (from 69), and the cultural assessment score increased to 4.05 (from 3.85). The collaboration has been significantly strengthened, and better results are now being achieved together.

Well done, Orbital & Gear Solutions. What a remarkable journey.