CEO
At a Swedish company with 50 to 199 employees
Weighs growth against feasibility, and who internally will own what is bought.
Research, public authorities, industry surveys and case studies. All traceable to source, population, year and method.
- 1
Business value that is shown, not promised
- 2
A clear internal owner for the rollout
- 3
Capacity to deliver without losing the day-to-day
- 4
Management’s time as the most expensive resource
“Who on your side would own the rollout, and what does that person need to see?”
Area by area.
Number of observations per area, and one example from the material.
Budget and cost
8Subsidised workplace parking is described as an obstacle to sustainable transport, and market-rate prices are recommended as a first step.
IVL Swedish Environmental Research Institute · Swedish employers · 2019Mandate and decision path
8Two out of three heads of HR said they were able to influence critical business decisions beyond personnel matters.
Personio · 500 Swedish heads of HR · 2023Objections and obstacles
6Some employees thought the company should have made the merger work before introducing a shared CRM system.
Chalmers · case study of one company · 2024Buying criteria
2Cost and logistics could weigh more heavily than sustainability in the interviewed companies’ assessment.
Department for Transport · 30 English companiesIVL Swedish Environmental Research InstitutePersonioChalmersUniversity of GothenburgSwedish Work Environment AuthorityDepartment for Transport
Synthetic professional role, no real persons or companies. Every observation can be traced to source, population, year and method. Edition 2026-11-11.
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