Planning and strategy

The structure of the Competition Authority is geared towards performance and project management. The organisation is generally aimed at ensuring good oversight of both specific core markets and main tasks, that existing knowledge and experience are utilised at all times for the tasks at hand, and that the Competition Authority and its individual units also work together as a single entity.

In 2018, the Competition Authority made changes to its organisation. These changes were primarily aimed at:

• To clarify the division of labour and the roles of staff, and to reflect the developments that have taken place.
• Strengthen the economic approach in the work of the SE.
• Improve procedures for handling cases.
• Improve prioritisation.
• Strengthen communication and cooperation with other organisations.

The Competition Authority bases its operations on clear strategic planning, which is regularly reviewed and founded on clear objectives. The strategy is based on the following key elements:

• A human resources policy which ensures that the Competition Authority at all times has a select team of staff at its disposal, who enjoy first-class working conditions, professional development and equality.
• Internal processes that promote professionalism
• A clearer view of the results of the organisation's projects

The Competition Authority implements its policy by setting objectives and seeking to establish metrics for these objectives, which are regularly monitored. This work is based on the methodology of performance management (e.g. “balanced scorecard”) which involves, among other things, the organisation having established a so-called strategy map, where its main objectives are set out in four pillars of its operations, namely finance, human resources, internal processes and results.

The Competition Authority has developed metrics based on the more detailed objectives of the strategy map. Furthermore, the Authority has developed measurable criteria to monitor the performance of its activities and to shape its priorities based on performance. To this end, the Competition Authority has adopted and adapted its case management and data systems, as well as its systematic project time-keeping.

The Board of the Competition Authority discusses its priorities annually and reviews them in light of experience gained and an assessment of the challenges ahead. In this context, discussions are held with stakeholders from the consumer, business and academic communities as appropriate.