Energy 2050 – Navigating the energy transition
Energy 2050 is a business simulation tool that helps participants understand how energy companies develop in a market shaped by uncertainty, technological change, and increasing sustainability requirements. It gives participants from different backgrounds the opportunity to explore strategic choices and see how these play out over time in a realistic environment. The tool is developed […]
Connected to the World – Strategic alignment in Elvia
As the country’s largest utility company, serving over 2 million customers, Elvia shoulders a crucial societal role: powering the renewable society. Yet societal expectations, demands, and needs are constantly changing. To remain relevant in the future, Elvia must find a balance between crafting and adhering to a resilient strategy and adapting to a dynamic environment. […]
Strategic alignment in NRK
To maintain its position as Norway’s leading broadcaster, NRK has defined six core areas for excellence. These strategic priorities are set to permeate the entire organisation, requiring leaders at all levels to align with a common vision while also grasping their unique contributions to its execution. NRK (the Norwegian Broadcasting Corporation) is the Norwegian government-owned […]
The Power of Tight-Loose-Tight
How to implement a global leader philosophy during a pandemic? In the wake of the Covid-19 crisis, Telenor has been at the forefront of leading a flexible working environment. The company has established the Tight-Loose-Tight (TLT) principle, where you must ensure close (tight) follow-up, establish expectations and provide direction, be flexible (loose) in giving managers […]
The People in Posten and Bring
Defining clear goals and strategies is difficult for every company, but none of this matters if you cannot get the company to move in the right direction. Posten and Bring (the Nordic Postal Service) have defined their primary objective to become a Nordic, integrated and industrialised corporation with customer focus and execution power. In order […]
Statoil: Anchoring Vision and Values in a New Organisation
Two years after the merger of Statoil and Hydro, the need arose to create a shared identity and understanding of values across the new company. While the fusion brought structural and operational changes, it also represented a challenging human and cultural transition. The NEMO – New Energy Mission & Orientation project was launched to build […]
