Denmark’s 1813 emergency phone service failed to live up to expectations and deliver much-anticipated cost savings.  Separating the front and back office, standardising protocols and imposing key performance indicators caused lengthy telephone queues, high staff turnover and life-threatening consequences for people needing medical help.

Vanguard Skandinavien’s Andreas Ritter-Petersen explains how management assumptions about ‘the core paradigm’ created this dysfunctional design and management of work.

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