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You mention strong management. How important is the
project manager in this set-up?
The project manager plays a fundamental role. They
bring together different skills and expertise. They must
be able to break down substantial issues into digestible
details, not just for non-specialists, but also for man-
agement. Only then can all stakeholders – engineers,
economists, HR managers, technicians and suppliers –
understand the consequences of their decisions.
That sounds challenging for one person.
Project leaders certainly have a great deal of responsi-
bility. Their extensive mandate requires absolute prof-
essionalism, but they are not alone in the process. We
get every expert we can from across the organization
involved in the turnaround. This management buy-in is
very important and is also a form of continuity: we call
it cross-site management. Project managers from differ-
ent locations come together to analyze the turnaround
in the company and share ideas with each other. We
evaluate different points of the project: the beginning of
the implementation phase, the current planning phase
and after the completion of a project.
“Those who can handle a turnaround
can make it to the top of the company.”
Photo: Kjartan Storsæt