About HEXES
References | Cases
We have worked in and with many companies and organisations. Both public and private and at many different levels.
We are implementation partners and work confidentially with sensitive issues, leadership, teams, conflicts, change, restructuring and trust. And trust is a key word here. Our customers must be able to trust us.
This is the foundation on which our company is built. Therefore it will always be possible for a customer to choose full confidentiality.
As a new client, you will of course be able to request references.
HEXES | Culture & behavior
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.
Janus Kleemann
For the past 18 years, I have worked with development, training and learning processes in connection with change processes, organisational development, leadership and employee development.
I have many years of experience from leadership positions in the oil and gas industry, sales, marketing and team leadership, combined with a number of years as a leadership and development consultant. In addition, I often include my experiences as a climber, outdoor enthusiast and rock musician in my work, as you are constantly tested on collaboration, trust, your own ego and communication skills in those environments.
Nanna Seidelin
I got my first leadership job when I was 21. I have since had a couple of them, some of which I have managed with varying degrees of success and motivation, but I have always returned to working with organisations, leaders and teams, as human interaction about achieving something together never ceases to fascinate me.
I have been a leader both with and without direct reports, an employee and a consultant. So I think I have experienced the challenges of leading both up and down.
Effort
It is a strong value for us to make an effort. If something is worth doing, then it is worth doing well. It's that simple.
Distinct
We strive to always be as distinct in our communication and agreements as possible. We do not sugar coat or beat around the bush.
Execution
Too much talk, too little action, is completely useless, as our good friend, the Lawyer, usually says.
Irreverent
We’re seasoned consultants with an unapologetically no-nonsense approach to theories and methods..
Direct experience from leadership and the business world. What we do has to work in the context our clients operate in. We work with both human and organisational dynamics to support authentic leadership and collaboration – in a way that has the power to inspire real, sustainable change.
Years of working in complex environments have taught us what works and what doesn't when supporting leaders and teams in their environment.
ABILITY, WILL & COURAGE
ABILITY - do you have the competencies?
Can you? Do you have the right knowledge, the right tools, the right conditions. Here it is important to look critically at both oneself and one's organisation, because it is easy to fall into the "we-need-more-resources-trap".
Too often we can do much, much more than we think with what we have if we look at it from another angle
WILL - DO YOU ACTUALLY WANT TO?
There are a hundred things to do. All sorts of things you can do better, differently, smarter. But maybe you don't want to? And there can be a hundred reasons for not wanting to too.
That's why it's so important to have the open conversations so we can look each other in the eye and say, 'Yes, we want ti.' or "No, we do not want that."
COURAGE - DO YOU DARE?
Have you found out if there is anything the organisation or the team is afraid of? It can be conflicts, to ruin the good mood, the competitors, to lose the job, to be laughed at, to be excluded from the team.
And it's hard to talk about courage. Because it is vulnerable to say, "I'm scared." And therefore, psychological safety is the alpha and omega of all development.
What is a HEX?
A hex is a safeguard. One that helps the climber on the way up the mountain. It has six edges (funnily enough…), but is not symmetrical. Therefore, it can fit in most places. It is also available in several sizes.
This is also the case with what we deliver. It can be tailored to fit your needs, is available in several sizes and is a safeguard on your way to your common result, hence the name Hexes.
Our inspiration
We stand on the shoulders of many, many, many different wise people, and are inspired by everything from mountain peaks, over antique shops, art exhibitions and music to Marvel's amazing universe. So if you are curious to see some of our mental nourishment, you can follow Alice…
HEXES | Culture & behavior
We founded HEXES together in 2021
PARTNER
Nanna
Seidelin
CEO (CHIEF EXPLORER OUT THERE)
More formal background can be found at Linkedin
ASSOCIATE CONSULTANTS
Associate
Consultants
We have a staff of skilled professional consultants,
Which we match for projects and tasks.