University of Gothenburg

How the University of Gothenburg scales decentralised compliance and operations with Eddy — one link, one flow, one experience for Working Environment Week and beyond.

“I see huge potential in this tool and am actively looking for processes where Eddy can improve our administrative life.”
— Luciano Fernandez, University of Gothenburg

44.8%

of invited employees completed at least one activity during the week

84.4%

of people who entered the digital flow completed at least one step

processes still running after the pilot

Pilot summary

To shift compliance from a passive obligation to an active habit, the University of Gothenburg replaced its traditional work environment audit with Eddy’s continuous five-day digital flow. Built around the principle of “one link, one flow, one experience,” the initiative invited 145 employees to engage in daily micro-actions that combined short messages, five-minute podcasts, and quick interactive tasks. The low-friction format generated strong engagement throughout the journey, an initial completion rate of 84.4% among those who entered the workflow, and an overall satisfaction score of 86.4%.

Organizational snapshot

Context

1. At a glance

Students: 57,000+. Staff: 6,600+. Institution type: major Swedish public research university. Network affiliation: SciLifeLab Clinical Genomics Platform node.

2. Governance and structure

Model: decentralised organisational structure. Scope: distributed coordination across faculties, departments, and specialised units.

3. Work Environment Week — Core Facilities

Application site: University Core Facilities

Primary coordination challenges: low stakeholder engagement levels, unclear ownership of coordination tasks and outcomes, reliance on email-led coordination creating process friction.

4. Implementation and impact

Mechanism: deployment of a five-day digital workflow. Outcomes: participation became easier, more dynamic, and more accessible; process engagement worked across a busy decentralised environment; shift from static email communication to a structured digital flow.

Before Eddy

Coordination depended on reminders, not momentum

Gothenburg University’s Work Environment Week was important — but like many mandatory initiatives, it risked becoming an annual administrative push rather than a shared, active practice. The information existed, the expectations were clear, and the intention was good. But coordination still depended on static material, scattered communication, and individuals remembering what to do next. That created three familiar problems: passive awareness instead of practical action, compliance fatigue instead of meaningful participation, and fragmented coordination across multiple departments and stakeholders.

Annual compliance push
Passive compliance
Fragmented follow-up
Administrative burden

With Eddy

From scattered updates to structured movement

Rather than asking people to absorb more information, Gothenburg University redesigned the week as a continuous five-day digital flow. Built around the principle of “one link, one flow, one experience,” each day combined a short message, a five-minute podcast, and one small interactive task. The process no longer lived across presentations, email threads, and memory. It lived in one guided rhythm that made the next step obvious, reduced friction, and made participation visible.

Coordinated daily participation
Visible action
One shared flow
Active work environment culture

A big challenge at GU is that it is both centralised and decentralised. Different departments work in their own ways; however, there are central procedures and guidelines in place. This makes it hard to keep things consistent across the whole organisation.

Another issue is unclear responsibility. Tasks are spread across many levels, so it is not always obvious who is responsible for what.

There is also a lot of need for coordination and collaboration between managers, staff, and work environment reps. That is good in theory, but it takes time and can slow things down.

Finally, departments and units have different resources and priorities, so some handle processes better than others.

Before the Eddy pilot, things would be run locally by each unit within our department. Each unit may or may not involve the AMOs (work environment representatives). There would be one or two communications about this. The AMOs would have to carry the weight to gather people and try to create activities.

What changed in practice

In the context of Working Environment Week, people would not always know or care about the event as a single campaign — they knew something was happening related to the work environment, but inbox fatigue set in quickly. When we used Eddy, it changed the tone to something more dynamic, and because it was online they could participate any time from anywhere. First, we worked hard on advertising and hyping the different Eddy stages to keep people on task and create a feeling of an event happening. Then Eddy took over with an intuitive flow, clear content exposition, and simple input tools.

“A big challenge at GU is that it is both centralised and decentralised.”

Luciano Fernandez

“Since the pilot, I have been creating many more processes.”

Luciano Fernandez

“Eddy was still on beta and the majority [of users] did not have any issues and expressed that Eddy was easy to use and access.”

Pilot feedback

“What set Eddy apart was that it was designed to run the process itself, not just support it. Eddy does not replace human judgment with AI; instead, it gives teams a structured, human-controlled workflow that makes complex processes easier to guide, coordinate, and oversee.”
— Dan & Greg, Eddy founders

“Since the pilot, I have been creating many more processes. I see huge potential in this tool and am actively looking for processes where Eddy can improve our administrative life.”
— Luciano Fernandez, University of Gothenburg

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