CASES
Results & implementations – we have contributed to.
We help you translate strategy into concrete results in practice. We create clear direction, strengthen collaboration and ensure reflection and real execution.
With more than 40 years of experience and a direct, human approach, we build bridges between insight and action. Our workshops, coaching and leadership programs are down-to-earth, impactful and always adapted to reality.
CASE | Leadership team program
When the Sales Director at Visma e-conomic found himself with a newly assembled leadership team, the ambition was clear: they wanted to accelerate the development of a strong leadership team DNA – with trust, relationships, and shared direction at the core. But this wasn’t going to be “team-building for the sake of it”. It had to be a strategic, focused, and challenging process – one that would strengthen both the collective collaboration and each leader’s individual development.
Approach: Modular leadership team development + individual leadership coaching. Together, we designed a programme that combined:
- Targeted team modules with talks, workshops, and hands-on, practice-oriented exercises.
- Ongoing 1:1 coaching with each leader – focused on personal leadership development.
- Training in feedback, peer sparring, and collective accountability within the team.
- Focus on linking behaviour directly to the desired culture and strategy.
We worked closely with the leadership team over 12 months, maintaining a constant focus on the core objective: to build a leadership team where trust and capabilities reinforce each other – and where the direction is shared and clear. The result: From group to high-performing leadership team – in record time.
The leadership team at Visma e-conomic quickly experienced a transformation:
- Strong trust and psychological safety – right from the start of the process.
- A clear and embedded team DNA with a shared language and aligned behaviours.
- Active use of each other’s strengths and competencies in day-to-day operations.
- Increased cohesion, ownership, and peer-to-peer sparring across the team.
- Feedback and reflection became an integrated part of their leadership culture.
“What made the programme exceptional was the balance between sharp, insightful input, engaging exercises, and the consultants’ ability to provide ongoing, constructive feedback. We’ve built strong cohesion – and the team quickly began initiating feedback and sparring sessions on their own.”r.”
COACHING | Leadership Coaching Programme
Dear Nanna Seidelin,
I’m writing you this acknowledgement based on the great conversations we’ve had together. Not a single day passes where I don’t think of the discussions we’ve had. You are one of the most empathetic, smiling, caring, and honest coaches I’ve ever had. And let’s face it – the toughest.
You helped me see through the mist, focus on the important points, so I could make the needed decisions. Damn, you actually followed up on the execution of those decisions – it was great, thanks!
Once I asked, “Who can make that decision?” – You answered, “You can.”
“Truly amazing, honest & valued sparring – be careful what you ask for…”
FUJIFILM Diosynth Biotechnologies
CASE | Organisational Transformation
ADJUSTED ORGANISATION AND A SUPPORTING NARRATIVE
How do you create clarity, decisiveness, and shared direction in an organisation undergoing change? The Danish Design Center (DDC) was in the midst of a strategic shift, with a new CEO at the helm and a desire for a significantly revised direction. The organisation therefore needed to rethink its core task and strategic priorities. And, towards that end, restructure accordingly – including its narrative and self-perception.
DDC had previously experimented with self-management. While the model worked reasonably well in terms of decentralised decision-making, it proved unnecessarily time-consuming overall and not ideal when facing such a fundamental strategic shift. Who could now decide what? When? And on what basis?
The changed strategic focus therefore called for a new organisational set-up. A structure that remained flat, preserving individual autonomy and decision-making power, but with more clearly defined and anchored frameworks, roles, and responsibilities.
The solution: A 12-month process with two central tracks
Together with the leadership team, we designed and facilitated a process focusing on two key movements – with strong involvement from both management and employees in the work with strategy and direction.
1. Clear frameworks, roles, and mandates
The first step was a workshop with the leadership team and selected key personnel. Here, we mapped out the organisation – clearly, conclusively, and concretely.
Outcome:
- A completed and communicable organisational chart
- Clearly described roles and areas of responsibility
- A clear decision-making mandate – who decides what?
- A structure that created calm and direction in the day-to-day
2. A new, shared narrative for DDC
Next, we brought the entire organisation together to work on DDC’s story – where are we heading, and what do we want to achieve together? The narrative needed to reflect the new structure and strategic focus – and at the same time inject energy and direction.
The strategic work was taken seriously – by both management and employees. Through facilitated sessions, the strategy was unpacked, debated, refined, and anchored, so that everyone could see themselves in the new direction.
Outcome:
- A new, shared narrative connecting structure with purpose
- A clear language around DDC’s role and future
- Ownership and engagement across the organisation
- The result: Clarity, decisiveness, and shared direction
“The process gave DDC a new structural framework and a stronger internal understanding of what DDC is – and what DDC is meant to be. The flat structure now functions as a clearly defined and powerful framework, where decisions are made efficiently and everyone knows their role.”“
CASE | Leadership team transformation
From Silos to Co-Creation – A Leadership Team’s Journey They’d heard it before: “We need to collaborate better across functions.” But in reality, departments clung to their own agendas. Decisions dragged on. And when things went wrong, the finger-pointing began. The leadership team was frustrated. Talented individuals – yes. But functioning as a team? Not even close. The challenge was clear. The solution? Less so.
We helped them make it concrete. No lengthy strategy decks. No vague intentions. Just action.
The Silo Barometer – How Big Is the Gap? First step: get the facts. We asked each leader to assess cross-functional collaboration:
- How often do you involve another department in your decisions?
- How much do you trust that other leaders want what’s best – for the whole business?
- Who takes responsibility when things go wrong?
The responses were a wake-up call. Some thought things were fine. Others experienced the opposite. Same team, completely different realities. The turning point? Realising they were all struggling with the same issues – they’d just never said them out loud.
The Accountability Loop – From Frustration to Action Next up: shifting the mindset. From “someone should fix this” to “what can I do differently?” We ran a workshop that put the leaders in the driver’s seat:
- Each described a real situation where collaboration had broken down
- They mapped out their own role – no excuses, no deflection
- They committed to one concrete action to prevent it happening again
From Insight to Execution Together, we rewired how the team worked:
- New ground rules – how do we actually make decisions together?
- Less talk, more action – status meetings were cut, replaced by focused collaboration sprints
- Shared goals = shared success – they weren’t just measured on individual KPIs, but on cross-functional impact
The Result?
- Faster decisions – delays were cut dramatically
- From resistance to momentum – departments began working with each other, not against
- A unified leadership front – the shift rippled out across the organisation
- Co-creation wasn’t a buzzword. It became how they worked.
Focus
Direction
& behaviour
takes time
Implementing changes in behavior and culture takes time. Creating cohesion takes time. It requires prioritisation, commitment and consistency to deliver on shared goals.
Organisations, leaders and leadership teams can develop these competencies and thus deliver optimally on the strategic common goal.
Therefore, it pays off in both the long and the short term to prioritise a focused effort on development and behaviour.