Interne relationers betydning for implementeringen af LEAN i Københavns Energi

Simone Zeitler Pehn & Line Elisabeth Mørkegaard

Studenteropgave: Speciale


In 2005 the Danish company Københavns Energi (KE), which is the single supplier of water, draining, heat and gas for the population in Copenhagen, Denmark, turned from a public owned company to a joint-stock company. Due to this change KE had to focus more on the financial part of the business than earlier. The board needed positive figures on the bottom line, which inspired the top management of KE to exploit the advantages of LEAN. In this master thesis we question the internal stakeholder management in KE and the role of communication in relation to the implementation of LEAN In order to throw light on this perspective we introduce Michel Foucault’s theory on the relation between power & knowledge and between the subject & object. This perspective is fundamental for our approach throughout the analysis which has a socio-constructive POV. The implementation of LEAN is viewed as a token of change in the internal discourse. We challenge the stakeholder perspective in KE using theories within the field of stakeholder analysis, a “down to earth” approach to Foucault’s relations between subject and object, internal communication and theory on (mid-level) managers role and needed communication skills when leading change. The internal stakeholder relations in terms of cooperating departments in KE have been taken for granted. We argue that the stakeholders in KE are defined as those stakeholders who primarily can produce resistance to change. This leaves an absence of stakeholders who can affect the project in a positive way. The consequence is a lacking use of important skills and competences internally which the implementation of LEAN could benefit from. Also the different professional founded logics or rationalities (in terms of Foucault) should be taken into consideration. Another central discussion is how to construct credible internal communication in a process of change and we challenge two different views on credible communication empirical as well as theoretical. We have come to the conclusion that a balance between the positive, proactive stories which support the change to the new identity and corporate journalism, which leaves room for resistance against changes, is the best way to communicate with internal stakeholders through the employees’ magazine. This view supports the demand for confluence between past, present and future discourse in the company and the organizational identity. Finally we discuss the role of managers and their communicative skills in relation to good management practice. Our point is that KE has a very competent initiative in this field. Sadly the connection to LEAN is not demonstrated to the managers who can be confused by which demands they should meet. By communicating the connections between existing and new practices we argue that the company can benefit from synergies and make the transition from past, present and future more confluent. The central themes we identified through the analysis have also been the foundation for our recommendations to KE. Our main recommendations to KE are to work with a broader stakeholder perspective in relation to change, to take different rationalities or professional founded logics into consideration when dealing with stakeholders. In connection to the internal communication we recommend a balance between the proactive and reactive POV in the employees’ magazine in order to create confluence and credible communication. Also we recommend KE to work on demonstrating the relation between past, present and future initiatives for the employees which will support organizational change.

UddannelserKommunikation, (Bachelor/kandidatuddannelse) KandidatVirksomhedsstudier, (Bachelor/kandidatuddannelse) Kandidat
Udgivelsesdato20 jun. 2008
VejledereHans Beck & Pernille Almlund


  • project management
  • lean management
  • subject and object
  • strategic communication
  • stakeholders
  • change management
  • knowledge and power
  • organizational change
  • change communication
  • the role of mid-level managers
  • lean
  • credible internal communication
  • management
  • michel foucault
  • internal communication
  • discource