We believe in change through learning and involvement.

And that the best approach is through reflection, discussion and experience exchange. Our projects is the best description of what we do.

Essity – Taking care of health, safety, and well-being

Essity is a leading global hygiene and health company breaking barriers to well-being within the business areas of Health and Medical, Consumer Goods, and Professional Hygiene. The company conducts sales in approximately 150 countries under the leading global brands TENA and Tork and other strong brands, such as Libero, Libresse, Lotus,

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“Der Skoen Trykker” – Working together towards a better environment

Building a good working environment requires trust – between colleagues, between managers and employees, and between managers, safety representatives and employee representatives. We are all responsible for contributing to the development of a good working environment. This is the starting point for the methodology behind “Der Skoen Trykker” (“Where it

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The Norwegian Petroleum Directorate: Digital transformation

The Norwegian Petroleum Directorate’s main goal is to contribute to the greatest possible value creation for society from the oil and gas industry through efficient and sound resource management. An important strategic ambition is utilising technology, and a common competence platform is considered a prerequisite for realising the company’s digital

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[email protected]: working environment and organisational culture

SalMar is one of Norway’s largest producers of farmed salmon, and operates in a highly competitive environment. The management team identified the need to strengthen the interaction between the various parts of the organisation, with the aim of building a stronger organisational culture and improving the overall working environment.Their workforce

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Healthy competition – Mutual understanding as the key to change

According to the Swedish Tax Agency, 91 billion Swedish kroner is paid out every year in unpaid wages – and the construction industry accounts for the majority of these. There has been documented falsification of invoices and assignments. Additionally, several workers experience uncertainty regarding employment and poor – even absent

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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

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Lasse Jalling

Oljedirektoratet: Digital transformasjon

Oljedirektoratets hovedmål er å bidra til størst mulige verdier for samfunnet fra olje- og gassnæringen gjennom en effektiv og forsvarlig ressursforvaltning. Å utnytte teknologi er

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Vidar Hofmo Bjølgerud - Senior Grafisk Designer / Rådgiver

The power of Tight-Loose-Tight

Hvordan implementere ny lederfilosofi globalt under en pandemi? I kjølvannet av Covid-19-krisen har Telenor stått i bresjen for hva som skal til for å lede

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