Leaders earn the right to have an organization that fosters a sound managerial culture with people in roles with a match of individual capability and work complexity. A requisite organization brings outstanding effectiveness and profitability to all organizations. Based on decades of research and because it’s the only system to cover the complexity of an entire enterprise to a one-man-shop. The use of unproven, risky, and unscalable models to organize entire businesses is why we are eager to share knowledge on how to structure all types of organizations in the best possible way and make it an effective management tool and not a fluffy cloud of guessing. Without a proper managerial system, no organization can operate effectively.

It’s time to make a change to a more sustainable way of working, producing, and living. We think it’s critical for all organizations to quickly find an economically sustainable way to change what must be changed. There are actions that can be taken to build a robust sustainable agenda, and many organizations do tremendous work, but we can do more.

Being sustainable isn’t just about cutting emissions, it’s also creating the right working conditions or gender equality.

We use the UN Goals for Sustainable Development as a guide for our work and as part of our framework for a viable solution.

Traditional strategy work has led to suboptimization of corporate work and made strategies to commodity. The meaning of a strategy is more related to importance than its true function in management. Strategy work also often misses out to encompass the demand to make it feasible and handle organizational adjustments.

We help clients reclaim executive leadership and make strategy a vital tool as a foundation to place fluid on top. Together with a 4-tempo operations model it gives no strategic gaps and creates outstanding operational value with executable and doable operational action plans. It also implies a systematic representation of work done by the organization to be understood and managed in a data-driven manner.​

We use tailored tools that match your problem with the necessary timespan, to foresee future issues, aiming to prevent you from being blindsided by competitors or end up with non-viable solutions. Sometimes it turns out that ”the emperor is naked.” We urgently approach these situations by involving your accountable people around the correct facts and getting them comfortable with the situation. It can be a delicate mission sometimes, still imperative for value creation.​

We often meet companies that are struggling to manage digitalization. They more or less always see it as a technology project. Nothing could be more wrong. The only way to succeed is to understand the nature of your business in a new digital context. It will give you an epiphany and teach you that is mostly a business problem. In the end, the easiest part will turn out to be the tech.

To approach digitalization we experience it’s better to act like a startup with more design-test-learn-improve procedures than taking unnecessary risks by moving directly to ”enterprise-wide role out.” Start with a small-scale minimum viable solution and scale up when you know what you need. Mark our words, it’s not worth pursuing an IT initiative without a clear business case intimately linked to the purpose of creating customer value. ​

We must stop-think-act instead of getting to much troubled by influence from strong key opinion leaders, inspirational speakers, agile-tech-trends, and cook-book-consultant-solutions. We have met many leaders with a sense – I must transform or die. This phenomenon can set off a series of expensive and more or less experimental transformation programs to meet the threat of being wiped out.

Many times, it had been much more effective to instead stop and just think about the problem for a moment. The finding would have been that many trendy concepts are shades of established ones. Most organizations already possess the necessary tools to develop a long, tailored, and less risky way. But it still demands curiosity, decisions, solutions, and executive leadership to become a reality.

Traditional strategy work has led to suboptimization of corporate work and made strategies to commodity. The meaning of a strategy is more related to importance than its true function in management. Strategy work also often misses out to encompass the demand to make it feasible and handle organizational adjustments.

We help clients reclaim executive leadership and make strategy a vital tool as a foundation to place fluid on top. Together with a 4-tempo operations model it gives no strategic gaps and creates outstanding operational value with executable and doable operational action plans. It also implies a systematic representation of work done by the organization to be understood and managed in a data-driven manner.​

The world is transitioning from operating in a closed systems landscape to an open systems environment where connectivity and open source are key features. We are moving towards a future where everything in our ecosystem is connected and can interact. This change opens up new business models, production principles, and new types of products and services.

In this interconnected environment, it is necessary to realize that products and services are neither only physical nor only digital. They use a combination of hardware and software, which enriches their capabilities and allows us to do things that were impossible twenty years ago. They allow us to access their information remotely and send it to other services and places. As the number of connected devices increases, so does the amount of data that is made available. The fast development of connectivity solutions, such as 5G, will give us more and more access to vast amounts of digital data. From the data, we can understand the state and needs of the environment, the products, their users, and much more.

Platforms make building a digital business more accessible, faster, and reliable. It will take away the underlying complexity but also bring new challenges.