Our approach and Customers

Our approach

We work to create organizations, where people like to show up!

This is important in a business world, that is undergoing technological and societal changes in a frequency, form, and rate that is unprecedented. We strive to understand the future of work, and will enable leaders and employees to create modern workplaces together, that are relevant to all employees and to customers in a world of constant change.

  • We want to inspire 1,000,000 leaders to be part of our movement to create organizations, where people want to show up.
  • We want to ensure, that the leaders and organizations we help transform and develop really grow in a positive and engaging way.

On the list of the 17 Sustainable Development Goals by UN, we work for number 8, “Decent work and economic health”. All our activities support that. We only want to partner with customers, who works for a better world. We uphold the right to say no to customers, who don’t work for a better world, or customers, that in direct action – or by not acting – counteracts any of the UN goals.

We have a kindness budget for organizations and people, who need our help but cannot pay for it.

Who we work with

We work with customers in the Finance, Energy, Engineering, IT, and Professional Services arenas.

Typically it’s multinational corporate organizations with a Danish headquarter, but we also work with small scale-up organizations, who want to take the transformation to future of work to the edge.

Selected customers are Arla, BEC, BESTSELLER, Bolius, COWI, Danske Bank, DR, DJØF, DSB, Finansforbundet, IDA, Lederne, Maersk Line, NNIT, Novo Nordisk, Nykredit, ProActive, Pingala, Red Barnet (Save the Children), SimCorp, SKAT, V2C, and Ørsted – and many others.

How we work

Our approach to how we collaborate with our customers is deeply infused in us.

  • We focus more on leadership, than on HR.
  • We work more as advisers, than as consultants
  • We focus on solving problems, than on delivering products.

Our collaboration with customers tend to be long-lasting and personal, which we really like. We listen a lot to the organization, and normally we create strong bonds of trust with the employees.

We focus on the challenge and situation, and – agilely and in sprints – co-create and design the activities with you. We approach the challenge in a broad sense, and on all managerial levels: Top management, middle management, and front-line.

We spend time with the leadership team, with the full organization, and with the individual leaders in dialogue. We want to get to know you, and to create the way forward with you. Following that, we execute the tactical and operational activities in sprints, always inspecting and adapting the approach, pace, and presence to the need.

Typically we plan for 100 days at a time and execute in sprints of 2 weeks, where-after we evaluate both deliverables and collaboration, and decide the content of the next sprint. In the first 100 day-sprint we’ll focus on setting the scene, describing the business challenge, getting to know each other and the organization. We conduct workshops to map out challenges, possibilities, expectations, and strengths, both for the individual leaders, the teams, and the organization. The approach will be part inspiration, part exploration, part probing, but with a clear and mutually agreed goal.

We strive to create value – and we measure it.

Documented results

  • Less sick-days (documented via HR data)
  • Higher happiness-rating (documented via weekly and annual survey)
  • Higher retention (documented via HR data)
  • Faster innovation cycles (documented via qualitative interviews)
  • Lower hierarchies and tighter network (documented via Organizational Network Analysis)

Problems, we’ve solved

The typical challenges circle around grasping the future of work and leadership, covering and approaching:

Business agility, digital leadership, leading digitalization, embracing gig workers, staying relevant to the market, staying relevant to talent, collaboration internally and across borders, merging business units, employee experience, employee engagement.

  • Transformations to future-of-work
  • Paradigm shifts
  • Redesigning the mindset
  • 1-to-1 top management mentoring
  • Training programs for leadership teams
  • Designing a purpose-driven approach to all activities in the organizations
  • Organizational Change Management
  • Agile/Scrum training, also for leaders
  • Tactical execution support
  • Rolling out internal social media (Slack and Yammer)
  • Cultural description and development
  • Working with Holacracy as an inspiration for redesigning organizational roles and structures
  • Hackathons for all employees
  • Using software for leadership support (weekly pulse measurement)
  • Organizational Network Analysis
  • Internal communication strategies
  • Innovation workshops
  • Business Modelling – and tactical roadmaps
  • Mapping the value with The Value Game
  • … And more

In this video Puk explains some of the key points when you are looking at change as an organizational capability.

The video was made by Erhvervsbyen.dk at a gathering of HR professionals.

In this video Erik talks about how leaders focus on WHAT they do instead of HOW they do it.

The video is by the organization Lederne and their initiative AgendaSætterne

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