In the media

Coronary measures were strict, but there was optimism in the room when Industriutviklingsvikling Vest invited to a breakfast meeting.

The recipe for breakfast meeting for Industriutviklingsvikling Vest (IUV) is simple and effective. There is some food, some mingling and a series of short company presentations.

On Friday morning, Industriutvikling Vest arranged a meeting with six different companies from Nordhordland. The companies Veltec AS, Avisa Nordhordland, Reklamehuset Produksjon AS, Dynaplan AS, Vestnorsk Brunnboring AS and Anlegg & Industriteknikk AS all spoke for ten minutes and introduced themselves to others in the business sector in Nordhordland. It was also possible for other interested parties to stop by and hear about the diversity within the business community in the region.

The company’s engine is meant to be used by technical and nontechnical employees, offering a variety of roles through which users can leverage the platform and its models. Connectors and strategic partnerships are helping Dynaplan grow its potential use cases and geographic coverage.

Identifying and quickly quantifying major business drivers consistently offers a potential for fast decision-making on the basis of several scenarios. The focus of the driver-based approach on essential parameters shortens the response times of simulations. For the future, it is intended to use uncertainty analysis, supported by the tool [Dynaplan Smia], to derive a range of possible developments in order to make the inherent uncertainty about future parameter values more tangible.

In the office in the attic at Radøy, Magne Myrtveit started with a clean slate. It was the beginning of an IT technology sold to companies such as BMW, Audi and Deutsche Bahn.

The Radøy company Dynaplan AS has devised a method that will be able to reduce waiting times at Norwegian hospitals by more than 80 per cent. Three departments at Haukeland Hospital will now try out the proposal for a new organization.

Proposal for a new organization can cut waiting times at Norwegian hospitals by more than 80 per cent. Now three departments at Haukeland University Hospital will check whether the organization works in practice.

Scenarios are a good tool to assess developments in companies and markets, and to act accordingly. This approach also shapes strategic personnel planning: Where are the capacity risks? What new roles will be needed in the future? How should the HR fields of action be designed and dimensioned? These questions arise for bit corporations as well as for mid-sized companies. Supported by Dynaplan, Stadtwerke Solingen decided to solve the “planning puzzle” and use it to actively shape the future workforce.

Policies assigning low-priority patients treatment delays for care, in order to make room for patients of higher priority arriving later, are common in secondary healthcare services today. Alternatively, each new patient could be granted the first available appointment. We aimed to investigate whether prioritisation can be part of the reason why waiting times for care are often long, and to describe how departments can improve their waiting situation by changing away from prioritisation.

Technological change and digitization are currently occupying companies and society alike. We are in the midst of a period of change and the progressive changes are already noticeable in everyday work — at the same time, the consequences of digitization for the labor market, activities and working conditions cannot yet be fully predicted and planned. In this context, the work of Human Resources is given a major new role.