Continuum

Category: Cases

  • Building a Data Escape Room to create Awareness and Build Desire

    Building a Data Escape Room to create Awareness and Build Desire

    Context

    A major pharmaceutical company established a new business area to strengthen data management practices and technologies. With data as a key competitive advantage, the organisation needed its employees to handle data with far more awareness, precision and accountability.

    Challenge

    The challenge was simple: Data Management is—at best—about as appealing as GDPR, Cyber Security or doing laundry. Yet the need for people to understand and comply with the agenda was critical.
    On top of that, being a data-driven company meant many employees already believed—often incorrectly—that their data-handling skills were perfectly adequate.

    My Role

    As OCM Lead for a team of Change Managers, my responsibility was to create Awareness, build Desire and strengthen Knowledge. But the agenda was optional for leaders to prioritise, competing directly with every other organisational initiative already on their plate.

    Approach

    Alongside developing an e-learning programme, we needed a way to capture attention and spark genuine interest.
    So the team designed, built and delivered Data Escape Rooms—two physical rooms at the Danish site, open for any team to book.

    To include the global organisation, we translated the puzzles into a virtual Escape Room and launched it at a metaverse conference.

    To strengthen learning outcomes, we paired the experience with compelling invitations, clear debrief materials and follow-up resources—helping participants understand the data principles hidden inside the fun.

    Outcomes

    The Data Escape Rooms created significant exposure for the Data Management agenda and generated far greater interest and engagement than traditional awareness efforts could have achieved.
    They became energising entry point into a topic many would otherwise have ignored.

    Insight

    The Data Escape Rooms were highly effective in building Awareness and Desire. But as a learning platform, no single experience can stand alone — deep knowledge requires reinforcement over time.

    Client Recommendation

    Anna is very skillful in organisational change management and has demonstrated great talent for breaking down comprehensive change projects. She is great at resource planning and her ability to step in and deliver from early on is eminent. Working in her team has been very easy as she communicates well, is supportive, takes charge, and does not shy back from getting things done. She is a team player and a fun and joyful person to be around. As a lead, she takes good care of her team and I hope and expect to work for her again.
    – Mette Munch Jørgensen

  • Mistakes to avoid when managing change in culturally diverse settings

    Mistakes to avoid when managing change in culturally diverse settings

    Anna Balk-Møller

    In a study by Prosci on practices in change management, 84% of respondents rated cultural awareness as being important or very important when managing change.

    However in the globalised business market, it can be argued that national cultures have decreased significance as a factor of importance. If a product or service equals a client’s needs, the interest of overseeing cultural and linguistic differences takes priority. Though that might be the case in some areas of business such as negotiation, it is not the case with change management. The main reason is that change management, is an exercise in appealing to individuals or groups of people. For this we need to consider human factors, such as cultural preferences.

    So, the question is, how do we address cultural diversity to successfully manage change?

    Mistake # 1: Global English is not the cure for cultural deviance

    As internationalisation has become a condition for most organisations, an easy mistake is to assume that interaction between business associates can just be conducted by establishing a common ground by using a common language and implementing global processes. But cultural aspects still distinguish those involved.

    Change Management is essentially about engaging people to put in the effort to learn new practices. The cognitive energy spent in the change process by far exceeds the energy spent on doing something people already know how to do. So, how do we get people to put in the extra effort change requires in their already busy workday?

    We do this by building awareness about the change, creating the desire to change and ensuring that they achieve the abilities to manage the change. The essence of these disciplines is to relate the change to individuals or groups. As cultural aspects are deeply rooted in individuals, we need to be able to manage these within a change process.

    Mistake #2: Reducing culture to stereotypes is ignorant

    If the first mistake is to neglect the influence of culture, the second is to reproduce cultural stereotypes by thinking of culture as merely a national phenomenon. Regrettably, the complexity is far greater.

    Having cultural intelligence (CQ) is not having a world map of stereotypes. Nor is it collecting tales of business contracts failing due to cultural ignorance. Cultural intelligence equals cultural awareness. It is the knowledge and curiosity about cultural variances and parallels. It requires having your antennas out and picking up on sometimes subtle signals. And it is the knowledge of how to incorporate all the relevant considerations into a change management strategy or communication plan that will produce the desired engagement of the people impacted.

    Culture is both a combination of individual, national behaviours and organisational, sub-cultural or industrial preferences. Actually, it can be argued to be much more than this. But in a gallant pursuit of streamlining the complexity, these elements should be considered in the making of successful change management communications.

    6 elements to consider when implementing change in an intercultural setting

    1. Conduct a cultural analysis – when assessing the impact of a change, consider the cultural aspects of the target groups. E.g. Production workers will have different characteristics in the US than in France.
    2. Diagnose yourself – awareness of cultural preferences of others requires you to be acutely aware of your own heritage. As the producer of change management strategy and communication materials, your cultural preferences play as big a part as your know-hows of past success.
    3. Don’t overdo it – the scale of the change determines the need for addressing the cultural complexity. As a rule of thumb, if the change is radical OR if it impacts the employees on a personal level, such as Job role or change in reward structure, cultural factors should be reflected.
    4. Find the landmines – cultural awareness means being sensitive to specific taboos or cultural-specific rules to avoid antipathy. Remember that even the use of change managers is not equally common in all cultures either.
    5. Look for misalignment – you might find alignments between national and organisational, sub-cultural or industrial preferences in regards to specific cultural dimensions such as e.g. power distribution. BUT be sure to look for misalignment as well. These might indicate a reduced impact of the cultural trait and help you avoid falling into a stereotype trap.
    6. One size doesn’t fit all – though it is easier to manage one global strategy, local adjustments can be what make or break how it is interpreted locally. The culturally aware change manager identifies the need for local customizations and join forces with local allies to provide customizations.

  • 4 (selv)erkendelser om danskere, som vil lette dit internationale samarbejde

    4 (selv)erkendelser om danskere, som vil lette dit internationale samarbejde

    Hvis du er en af de 5% af danskerne, som ifølge undervisningsministeriet har høje kulturelle kompetencer, finder du nok ikke noget overraskende her. Men er du i risiko for at være blandt de 66% med lave kulturelle kompetencer (eller blandt de gennemsnitlige 29%), bør du nok læse med.

    Der er en god grund til at kompetencerne ikke er bedre. Historisk set har danskerne i større udstrækning end andre folkefærd, været uvant med at opleve mennesker, som ikke tænker som os selv. Så vi har ikke haft muligheden for at opøve de kompetencer, som 58% af store og mellemstore virksomheder mener er den største eller næststørste udfordring i dag. Nemlig, at kunne forstå og håndtere kulturforskelle. Det er uheldigt at danskerne er dårlige til noget, som mange virksomheder mener er så vigtigt. Den historiske mangel på eksponering af andre mindset har to grundlæggende konsekvenser:

    Vi kender meget lidt til andre kulturer.
    Vi er meget lidt bevidste om vores særheder.

    For det er netop i mødet med andre, at vi bliver bevidste om os selv. Og interkulturelle kompetencer handler ikke kun om at kende til ’de andre’, som vi laver forretninger med. Det handler i høj grad om at være bevidste om vores egen adfærd i mødet med andre.
    I danskernes tilfælde er selvindsigt særligt uundværlig. Vi er nemlig anderledes – på stort set alle områder. Derfor får du her fire indsigter i dansk adfærd, som vi bør vide om os selv, for bedre at kunne begå os på et internationalt marked.

    #1 Autoriteter, beslutninger og ordrer må udfordres

    Vi skoles fra en tidlig alder til at stille spørgsmål, udfordre, debattere og tage stilling. Vi værdsætter dyderne ’demokrati’ og ’ytringsfrihed’ højt. Så det er ikke underligt, at vi er gode til at tage stilling og tale frit. Kombineret med en meget lav magtdistance, hvor alle helst skal være lige, er der ikke deciderede områder, hvor vi ikke føler os berettiget til at udfordre eller stille spørgsmål.

    Udefra virker det besynderligt [læs trættende], at man som chef ikke kan give en dansker en ordre uden at blive stillet et hav af spørgsmål eller opfordret til dialog om opgaven. Bevares, vi udfører jo gerne opgaven. Vi skal bare lige forstå, hvorfor vi skal gøre det. For os er det nemlig ikke udtryk for ulydighed, hvis vi tager initiativ og ’tænker med’. Ledelse i Danmark handler langt hen ad vejen om at udvikle medarbejderne til selv at tage initiativ og træffe gode beslutninger. Sådan er det bare ikke nødvendigvis i andre kulturer. Derfor kan bevidsthed om vores naturlige fremtræden hjælpe os til at nedtone vores udfordrende adfærd.

    Den lave magtdistance i Danmark betyder bl.a. at vi udviser respekt ved at være i øjenhøjde. Vi tillægger generelt titler, høflighedsfraser og påklædning meget lille betydning. Det er fordi, vi bliver målt på vores resultater mere end vores position og fremtræden. ’Det er vel kun godt’ tænker danskere. Men udefra, må vi erkende, at vi virker respektløse, fremstår lidt sjuskede og i andres optik vil opnå større respekt, hvis vi udviser en mere formel adfærd, end vi ville gøre overfor vores danske chef.

    Høflighedsfraser er ikke så nødvendige i Danmark, hvor vi alle har et halvfamiliært forhold til hinanden. Danskerne er blandt de mest tillidsfulde i verden. Andre kan derfor nemt opleve os lidt naive, fordi den grad af tillid vi umiddelbart udviser, er mere ekstrem end alle andres.

    #2 Tillid er noget vi mister, når deadlinen skrider

    Det er ikke kun graden af tillid, som adskiller kulturer, men også, hvad der opbygger tillid. Hvor vi i Danmark får tillid gennem overholdte aftaler, er det andre parametre, som fører til tillid i andre kulturer. I Tyskland er fakta og information tillidsopbyggende, mens det i Japan er relationer. I USA er det præstationer, i Frankrig ærlighed og i Saudi Arabien autoritet.

    Det som opbygger tillid, kan naturligvis også nedbryde den. Vi bør først og fremmest erkende, at stort set alle andre har brug for at opbygge en tillid, som vi typisk tager for givet. Dernæst bør vi også være opmærksomme på, at der er andre måder at opbygge (og miste) tillid på end ved at overholde (eller misse) en deadline. Tillid er vigtig i alle kulturer og danskere skal generelt gøre aktive tiltag for at opbygge andres tillid til os – også selvom vi som udgangspunkt har tillid til dem.

    #3 En god nabo er en usynlig nabo

    Den høje grad af tillid betyder, at vi er mindre afhængige af relationer end de eksempelvis er i Asien. Danskere nærer en dyb respekt for privatlivet. Her er en god nabo en nabo, som ikke blander sig. Og når udenlandske kolleger kommer til Danmark, er det svært at forstå, at vores gode relation brat stopper klokken 16. Dér tømmes arbejdspladserne og ingen bliver inviteret med hjem. For det danske hjem er privat. Fokus på relationer er nemlig noget af det, som nedprioriteres i et land, hvor vi er grundlæggende individualistiske.

    Og selvom vi holder af kollektive beslutninger i Danmark, er vores adfærd individualistisk. Vi beder ikke om personlige tjenester fra folk, som ikke er meget tæt på os. Og det kan virke decideret ubehageligt på os, når vores ’eksotiske’ kolleger vil ses udenfor arbejdstid eller finder på at spørge om en personlig tjeneste. Men det er bare ikke dem, som er underlige. Sådan gør de fleste andre mennesker. Så det bedste råd vi kan tage med fra denne erkendelse, er at beherske vores utilpashed, når andre overskrider en grænse, som for os føles naturlig. Også her er vi nemlig de underlige.

    Hvis du ikke er enig i erkendelse nummer 3, så tænk lige over, hvor mange nye venskaber du har knyttet siden du blev 25 år (+/-).

    #4 Hvis bare jeres uddannelsessystem/sundhedsvæsen/barselsregler/smør var som vores

    På hjemmesiden ’you know you are Danish when…’ er et af svarene: ”… du ved at alle andre flag er irrelevante, fordi dit er ældst’. Udsagnet ironiserer en dansk selvtilfredshed, som andre oplever som et typisk [læs irriterende] dansk karaktertræk. Og ofte tror vi faktisk, at andre ville ønske, at de var som os.

    Vi har ligefrem et ord som ’udansk’, der betyder, at noget er fremmed eller sært. Og det bruges i forståelsen at noget ikke er helt godt. Der er jo intet i vejen med lidt national stolthed, men hvis vi går rundt og tror, at andre er bedre stillet, hvis de bare gør som os, kommer vi til at fremstå mere arrogante end vi formegentligt er interesserede i.

    Når det er sagt, er det jo nærmest uforståeligt, at andre kommer igennem hverdagen med deres inferiøre alternativer til lakrids, rugbrød og dansk smør. Men måske skal vi være opmærksomme på, hvor ofte vi fremhæver vores danske succeser overfor andre.

    Det er næsten ligegyldigt, hvilke kulturelle præferencer man måler på, så ligger danskerne konstant i de ekstreme ender af spektret. Vi er konsekvent de mest … eller de mindst… Det betyder, at på stort set alle parametre, kan vi med en vis sikkerhed gå ud fra at alle andre er mere … eller mindre … end vi selv er. Så det er særlig vigtigt for danskere at tage en selvbevidsthed med ud i verden, når vi indgår i internationale samarbejder. Vi er de mærkelige! Og vores ’normal’ er ikke normalt.

  • Du har altså ikke for travlt til en kernefortælling!

    Du har altså ikke for travlt til en kernefortælling!

    Kernefortællingen er en beskeden størrelse. Dens største last er, at den bliver ofte overses eller nedprioriteres i en travl hverdag. Det er en brandærgeligt. Der er nemlig stor forretningsmæssig værdi i at have styr på sine budskaber. Og nogle gange skal man tage sig tid til at stoppe op og gøre det ordenligt.

    En mellemstor global ingeniørvirksomhed brugte to dage på et strategiseminar for topledelsen. Seminaret gik godt og den administrerende direktør var tilfreds. I dagene efter skulle lederne fortælle deres respektive afdelinger om de nye retningslinjer. Den administrerende direktør deltog ved alle møderne rundt om i virksomheden. Det, der gjorde det største indtryk på ham var, hvor forskelligt strategien blev genfortalt af de ledere, som blot dagen inden, havde været enige om den.

    En virksomheds strategi eller profil skal være skarp. Og den skal formidles skarpt. Til det er en kernefortælling et godt redskab, som giver værdi, uanset om den laves for en hele virksomheden eller for et konkret projekt.

    Investeringen værd

    Okay faktisk kan investeringen i en kernefortælling estimeres. Udgifterne er primært ressourcerne til opgaven. Og det er ikke nok at sætte den skarpeste pen til at skrive løs.

    Hvis man ikke allerede har en skarp profil, er første fase analyse. Det er både kortlægning af vores kultur, den værdi vi skaber for vores kunder og hvordan vi placerer os i markedet. Det handler ligeledes om vores strategiske visioner og vores værdier. Først når det er skarpt, skal det formidles på en ensrettet måde. Jo mere sammenhængende vi kan fortælle vores historie og jo mere enslydende budskaberne formidles, des stærkere bliver indtrykket, vi efterlader.

    En stærk fortælling bliver husket. Og den bliver genfortalt, som vi ønsker, at den skal genfortælles. Så den primære værdi af en kernefortælling, er den kontrol, vi får over vores egne budskaber.

    Kernefortællingen er en tekst på 1-2 sider. Den er ultra skarp på enkelte hovedbudskaber og hver eneste formulering er velovervejet. Udenfor redaktionsgruppen vil få nogensinde læse kernefortællingen i sin primære form. Den bruges i andre formater, sammenklipninger eller delelementer alt efter formålet. Den tid det koster, at få lavet kernefortællingen er hurtigt tjent hjem i eksekveringstimer. Med den i hånden skal vi nemlig ikke starte forfra, hver eneste gang vi skal skrive tekst til hjemmesiden, nyhedsbrevet, tilbuddet, præsentationen, stillingsopslaget, medarbejderintroduktionsforløbet eller strategien.

    Ser man kernefortællingers anvendelsesværdi i praksis, undres man over, at den så ofte overses. For det gør den. Helt overordnet kan man sige, at jo flere mennesker, der skal formidle budskaberne om virksomheden eller projektet, des vigtigere bliver kernefortællingen.

    Har du tid til et par gode råd?

    Når vi har indset, at vi skal have en kernefortælling, kommer her et par gode råd til dét vi skal gøre mere af og dét vi skal gøre mindre af:

     #1: Det absolut vigtigste element er, at de rigtige mennesker bliver involveret i skriveprocessen. Ledelsen skal investeres i processen – også den tekstnære, redaktionelle del af den. De skal ikke bare godkende kernefortællingen. Det er dem, der skal formidle den med troværdighed og overbevisning. Og derfor er det helt – vi gentager – helt afgørende, at involvere dem.

    #2: Og her nærmer vi os en af de klassiske faldgruber. Lad os kalde den ’respekt for ledelsens tid’. Ofte får ledelsen fremlagt færdigtredigerede dokumenter eller beslutningsoplæg, som de skal godkende. Det virker bare ikke med kernefortællingen! De skal ikke bare med for deres bemyndigelses skyld. De skal med for at få den ind under huden. De skal kunne fortælle en enslydende kernefortælling alle vegne og derfor skal de med i skabelsen.

    #3: En anden faldgrube kan vi kalde ’vi er jo enige’ eller ’det ved vi jo godt’. Vi ser ofte, at mange negligerer betydningen af at samle, strukturere og prioritere vores viden om os selv på en måde, som kan formidles i 2-4 hovedbudskaber. Det sker ofte, at vi slutter et strategiseminar, projekt kickoff, eller hvad det ellers kunne være, med en enighed om de store linjer. Men jo skarpere vi bliver på de små ord i de store linjer, des klarere får vi budskaberne igennem.

    #4: Det sidste gode råd er at sikre et bevidst sprogvalg, som afspejler virksomhedens tone. Budskaber går renere ind, når der er overensstemmelse mellem ord og den måde ordene lyder. Tonen betyder også, at modtagerne ikke kun læser men faktisk også hører og mærker afsenderen. Og det efterlader et langt stærkere indtryk på os.

    Så næste gang den administrerende direktør overværer sine ledere genfortælle virksomhedens strategi på en måde, så budskaberne går ensartet igennem på tværs af organisationen, vil han garanteret være tilfreds med, at have investeret den ekstra halve dag på at sikre opsamlingen i en skarp kernefortælling.

  • Implementing SuccessFactors across 78 countries

    Implementing SuccessFactors across 78 countries

    Context

    A global pharmaceutical company initiated the implementation of a new Performance Management System. The programme spanned 78 countries and impacted more than 30,000 employees, representing a fundamental change in how performance, development and dialogue were managed across the organisation.

    Challenge

    The scale and duration of the programme introduced significant complexity. Local maturity, cultural context and readiness for change varied widely across countries and success depended on enabling local roll-out partners to lead adoption effectively — while maintaining a coherent global approach, realistic effort estimates and sustained momentum over multiple years.

    My Role

    I worked as Change Manager on the project for more than two years, with end-to-end responsibility for the global change management effort. My role covered strategic planning, governance and execution — from estimating change management effort and costs to supporting local roll-outs and measuring end-user outcomes.

    Approach

    The Change Management Team designed and executed a global change management strategy with a central focus on building local capability. We facilitated global networks of 48 local roll-out partners and more than 200 trainers, equipping them to lead communication, training and adoption in their respective countries.

    To support consistent execution, we developed a digital toolkit for local use, ensuring access to ready-to-use communication and training materials. Content was adapted and translated into eight languages..

    We delivered train-the-trainer sessions covering both system functionality and process changes — conducted online and on-site across multiple locations.
    Milestone planning and progress tracking ensured transparency and alignment across all roll-outs.

    Outcomes

    The programme enabled a coordinated global rollout of the performance management system, supported by a strong local delivery network and consistent change practices.

    Local teams were well-equipped to lead adoption, and continuous measurement of end-user satisfaction provided leadership with insight into how the change was experienced across regions.

    Insight

    Global transformations succeed when local leaders are enabled to lead change — not just to execute tasks.

  • Establishing a Change Management Framework in Product Supply

    Establishing a Change Management Framework in Product Supply

    Context

    A global pharmaceutical company sought to strengthen adoption across initiatives within its Product Supply organisation. While change management was recognised as important, practices varied across projects.

    To address this, the overall Project Manager wanted to establish a common change management framework — a practical way of ensuring adoption across implementations.

    Challenge

    The challenge was to design a framework that ensured sufficient activities yet simple enough to be adopted by project teams with limited change maturity.

    The framework needed to balance structure with pragmatism — providing clarity and consistency without becoming heavy, theoretical or disconnected from day-to-day project realities.

    My Role

    I was engaged as Change Management Specialist to design the change management framework, supporting materials, and implementation roadmap.

    Approach

    I developed a generic change management strategy designed to be applied across projects, providing a clear logic for how change should be planned, communicated and driven.

    To support execution, I designed a set of practical tools forming a change management toolbox — enabling project teams to apply the framework without requiring deep change expertise.

    In parallel, I prepared a generic communication strategy and core communication elements that could be adapted to individual initiatives while maintaining consistency in tone, messaging and expectations.

    Outcomes

    The engagement resulted in a coherent, scalable change management framework adopted as the standard approach within the business unit.

    Project teams gained a shared language, clearer expectations and practical tools for driving adoption, strengthening the ability to manage change consistently across initiatives.

    Insight

    Change frameworks succeed when they reduce friction rather than add complexity. When structure is clear and practical, adoption becomes a natural part of delivery — not an afterthought.

  • Enabling Large-Scale Change in a Public Sector ERP Transformation

    Enabling Large-Scale Change in a Public Sector ERP Transformation

    Context

    A central government authority initiated a large-scale ERP implementation to digitalise administrative HR processes across more than 130 public institutions. The programme impacted over 60,000 employees and represented a fundamental shift in how HR services were delivered and governed across the public sector.

    Challenge

    The scale of the programme introduced significant variation in readiness, capability and local context across institutions. The challenge was not only to implement a new system, but to ensure alignment, adoption and value creation across a highly decentralised landscape.

    My Role

    I was engaged as Change Management Specialist for five months, supporting the programme with a pre-analysis resulting in the design of a structured, evidence-based change management approach.

    My responsibility was to assess the need for change management, translate insights into a coherent strategy and support the programme with clear narratives and communication assets tailored to a broad and diverse stakeholder group.

    Approach

    The engagement began with a comprehensive pre-analysis to establish a solid foundation for the change effort. This included extensive impact and risk assessments, ADKAR analyses, and evaluation of both internal and external factors influencing adoption.

    Based on the findings, I developed a change management strategy. A clear Tone of Voice was defined to ensure consistent and credible communication across institutions, supported by a core change story articulating the rationale, scope and expected benefits of the transformation.

    To support engagement and alignment, I developed communication materials for a national roadshow, enabling programme representatives to communicate the change consistently while allowing room for local dialogue and concerns.

    Outcomes

    The pre-analysis provided leadership with a clear, evidence-based understanding of change risks, readiness and priority areas across the programme.

    The resulting change management strategy, narrative and communication assets established a coherent foundation for adoption and benefit realisation — supporting alignment across institutions and strengthening the programme’s ability to manage change at scale.

    Insight

    Strong change management does not simplify complexity — it makes it understandable and manageable across diverse stakeholders.

  • Cultural Analysis to Support Post-Merger Integration

    Cultural Analysis to Support Post-Merger Integration

    Context

    A global engineering and consulting company had acquired a US-based organisation as part of its international growth strategy to be merged with the US division.
    At the same time, the company was seeking to better understand and articulate its own global culture across regions and business units.

    Leadership recognised that successful integration would depend not only on structure and processes, but on cultural alignment — both between the two organisations in the US and between local practices and the company’s global values.

    Challenge

    The acquisition brought together organisations shaped by different organisational cultures. There was a risk that cultural differences could slow down integration, create friction in collaboration and dilute the intended value of the acquisition.

    In parallel, leadership needed a clearer, evidence-based understanding of the existing global culture to ensure that integration decisions were grounded in reality rather than assumptions.

    My Role

    I was engaged as a culture expert for six months to conduct cultural analyses that would inform the integration strategy for the US acquisition and provide insight into the organisation’s global culture.

    My responsibility was to design and deliver the analysis, synthesise findings into actionable insights and support executive decision-making through structured dialogue.

    Approach

    Together with a colleague, we planned and led a comprehensive cultural analysis covering the acquired US company, the existing US organisation and the global organisation as a whole.

    Data was collected through a combination of surveys, interviews and focus groups forming the basis for a gap-fit analysis, highlighting areas of cultural alignment and divergence — both between the merging organisations and between local practices and global values.

    The findings were consolidated into clear reports and translated into executive-level insights. Based on the analysis, we designed the process and content for a series of executive workshops, enabling leadership to reflect on the implications for integration, leadership behaviour and future ways of working.

    Outcomes

    The insights supported informed decision-making around integration strategy and created a structured foundation for executive dialogue on culture, leadership and organisational identity across regions.

    Insight

    Cultural integration succeeds when leaders work from insight rather than assumption. Making culture visible — and discussable — creates better decisions and stronger alignment in moments of organisational change.

  • Driving Adoption of SharePoint Across 21 European Markets

    Driving Adoption of SharePoint Across 21 European Markets

    Context

    A large, multinational beverage company initiated the rollout of a collaboration platform across 21 European markets, replacing a wide range of locally managed file drives and collaboration practices.

    The ambition was to leverage the full capabilities of Office 365 such as co-creation, version history and shared ownership of content. Realising these benefits required a fundamental shift away from legacy versioning habits and document management behaviours.

    Challenge

    While the technology itself was familiar, each market had its own ways of working, expectations around ownership and varying readiness for standardisation.

    At the same time, the programme demanded a substantial Clean up of old documentation as >90% of data had not been opened for years.

    My Role

    I was engaged as Change Manager for seven months, responsible for designing the full change management setup for the European rollout. My role spanned from strategic design to hands-on development of change assets, ensuring the organisation had a complete and coherent implementation framework ready to deploy.

    Approach

    I drove the development of the overall change management strategy, implementation roadmap and roll-out concept for the platform. This included defining the core change narrative, designing a structured roll-out approach, and developing comprehensive roll-out packages combining communication materials, training content and workshop formats. The intention was to enable local project teams to deliver the change consistently while retaining flexibility for local adaptation.

    Outcomes

    The engagement resulted in a complete, decision-ready, ready-to-use change management framework, providing the organisation with a clear, scalable approach to adoption across 21 markets.

    Insight

    Large-scale digital rollouts succeed when change management is treated as a capability — not just a set of deliverables. Clear narratives, consistent tools and empowered local leaders make adoption scalable across markets.

    Client Recommendation

    Anna deserves my highest and sincere recommendation. Anna’s focus is always on the end-user (customer) adoption, and she is very skilled in bringing best practices and change management frameworks to a pragmatic and realistic use.

    Adjectives I associate with Anna: Reliable, trustworthy, honest, diplomatic, bright, likable and fun! I would love to work with Anna at any time on any project!
    – Sascha Middelboe

  • Elevating Managers’ Change Capabilities During an ERP Implementation

    Elevating Managers’ Change Capabilities During an ERP Implementation

    Context

    An insurance company embarked on a major ERP implementation, replacing its legacy core system with a new solution delivered as a Minimum Viable Product (MVP). While the new system represented a necessary step forward, the MVP approach created uncertainty across the organisation regarding long-term benefits and completeness.

    Challenge

    One month before implementation, the COVID-19 pandemic forced the organisation into lockdown, fundamentally changing how collaboration, training and leadership could take place.

    At the same time, scepticism persisted throughout the organisation around whether the system would ever fully deliver on its promise. Managers were expected to lead their teams through change in a context marked by uncertainty, remote work and limited physical interaction.

    My Role

    As part of a small team of internal Change Managers, a colleague and I were asked to define the overall change strategy and to strengthen the organisation’s internal change capability.

    Our role was not only to support the ERP implementation, but to coach and equip managers to actively lead change — an acknowledged discipline within the organisation that leadership wanted to mature and embed more deeply.

    Approach

    A core element of the change strategy was a structured capability-building programme for managers across the organisation.

    Managers participated in quarterly full-day sessions focused on their role in change leadership, grounded in the ADKAR framework. Theory was brought to life through practical exercises, including change board games, enabling managers to translate concepts into action.

    Clear milestone plans were established for each management layer, ensuring accountability and visibility of progress. Throughout the implementation, employee readiness was continuously measured across all ADKAR dimensions, providing real-time insight into where additional leadership focus was needed.

    Outcomes

    The programme resulted in managers who felt both equipped and confident in their role as change leaders. They reported feeling supported, engaged and clear on expectations, contributing to a more aligned and resilient organisation throughout the ERP implementation.

    Insight

    Lasting transformation accelerates when organisations invest deliberately in strengthening managers’ ability to lead change — not just to deliver a project, but to build capability that endures beyond it.

    Client Recommendation

    If you have the possibility to hire Anna for your change/culture/communication work I can only say: Lucky you!

    I’ve got the pleasure to have Anna with us for a huge, complex change implementation, where Anna shared her change-stardust-skills to organize and develop especially our communication, change programs and to be a trusted sparring partner.
    Although we didn’t meet in person the first couple of months due to corona, our work and efficiency was remarkable thanks to Anna’s structured skills and warm personality. Anna builds professional relations, challenges the situation for a better good and her name is well known all around the organization.
    – Mie Friis

  • Developing an Inclusion & Diversity Strategy for a Global Beverage Company

    Developing an Inclusion & Diversity Strategy for a Global Beverage Company

    Context

    A global beverage company headquartered in Amsterdam appointed a dedicated Inclusion & Diversity Officer to strengthen its position as an attractive employer and to address imbalances in leadership representation across global sites.

    The organisation recognised Inclusion & Diversity as a strategic priority — both to support future talent attraction and retention, and to challenge entrenched, stereotypical leadership profiles.

    Challenge

    While there was broad alignment on the importance of the agenda, the challenge lay in translating ambition into a clear, credible and decision-ready strategy.

    The task was not to drive implementation, but to prepare a strategy robust enough to guide future action — knowing that the true complexity would emerge once the organisation committed to execution.

    My Role

    I was engaged as a strategic sparring partner to the Head of Diversity & Inclusion, supporting the development of a structured 2022 strategy to be presented to top management.

    The engagement was deliberately short — six days over two months — requiring a highly focused and disciplined approach both during on-site sessions in Amsterdam and in between.

    Approach

    We had multiple internal data sets to identify the organisation’s most critical Inclusion & Diversity challenges. Based on these insights, we designed a tiered strategy model offering leadership clear choices around ambition, commitment and scope.

    Each level outlined not only the strategic focus areas, but also the associated costs — ensuring that leadership decisions were grounded in both intent and investment.

    Outcomes

    The final strategy comprised four levels rather than the originally planned three. The additional level was intentionally designed to frame the recommended option as ambitious yet realistic — increasing its likelihood of approval by ensuring it was neither the most conservative nor the most resource-intensive choice.

    Insight

    Inclusion & Diversity strategies often start with gender equality, but sustainable progress requires a broader lens — one that also addresses culture, disability and structural barriers to equal opportunity.

    Client Recommendation

    Anna and I worked on a change management plan beginning of 2020. I highly appreciated Anna’ s ability to position herself as a business partner and to bring her full expertise into a successful co-creation. Anna’s consulting abilities are paired with an authentic leadership style, resulting into an efficient and pleasant partnership!
    – Pascale Thorre

  • Raising the Bar for Change Management in a Delayed Digital Transformation

    Raising the Bar for Change Management in a Delayed Digital Transformation

    Context

    In the Quality Control departments of a mid-sized medical production company, all analytical workflows were based on manual, paper-driven processes. To improve data integrity, traceability and reduce the risk of human error, these workflows were being digitalised.

    By the time the programme reached implementation, the project had already experienced multiple staff and vendor changes and was critically delayed, placing both credibility and delivery at risk.

    Challenge

    By the time I joined, the programme was characterised by widespread distrust across stakeholder groups. Project costs had already exceeded expectations, leaving very limited room for additional initiatives — any change effort had to be highly cost-conscious.

    Another challenge was the production priorities consistently outweighing project activities, making traditional planning approaches unrealistic and requiring an adaptive, iterative change strategy.

    My Role

    I was engaged as Change Manager only weeks before the first go-live, with the immediate responsibility of stabilising the release and supporting the organisation through a high-risk transition. Following a successful go-live, I was asked to remain on the programme for an additional year to strengthen change management practices and rebuild confidence ahead of subsequent releases.

    Approach

    Given the late entry point, the first phase focused on the essentials: targeted communication, role-based training and hypercare support to ensure operational stability.

    For subsequent releases seven and eleven months later, there was space to elevate the change effort. I introduced structured forums for managers, training coordinators and super users, strengthening local ownership and the long-term ability to manage change.

    A central focus was rebuilding trust in the programme. Communication was deliberately structured and consistent — demonstrating the impact of clarity and predictability in times of uncertainty.

    In parallel, a dedicated super user network was established to gradually take ownership of first-line support and onboarding of new users, reducing dependency on the project team and increasing sustainability.

    Outcomes

    75% of managers reported experiencing significantly less resistance than anticipated.

    Managers consistently described feeling well-equipped to fulfil their role in leading the change, supported by clear forums, guidance and ready-to-use materials.

    96% of employees knew where to get support when needed, resulting in strong adoption of the support model and increased confidence in daily use of the system.

    Insight

    Managers lead change when they are engaged early and supported to succeed.

    Communication does more than inform — it builds trust, reduces resistance and enables progress.

    When users trust the support around them, uncertainty turns into confidence and change becomes sustainable.

    Client Recommendation

    I have had the pleasure of having Anna on my team for an IT implementation project. She is a highly competent and structured change manager who brings both clarity and momentum to complex processes. Anna shows great dedication and has a sharp sense of priorities — all balanced with just the right amount of humour, which makes her a joy to work with. Highly recommended.
    – Dianna Hedegaard

  • Developing Lean Maintenance Leadership in a Production Factory

    Developing Lean Maintenance Leadership in a Production Factory

    Context

    A production factory was asked by its parent organisation to significantly reduce maintenance costs in response to increasing market pressure. The industry was characterised by overcapacity and intense competition, making cost efficiency a critical factor for long-term viability. To remain competitive, the factory needed to improve how maintenance and development investments were prioritised and executed — without compromising operational stability.

    Challenge

    The challenge was shaped by both structural and cultural factors. Production ran 24/7 for four months of the year, followed by eight months dedicated to maintenance activities.
    The leadership group consisted of highly experienced technical experts, many of whom were stronger in specialist problem-solving than in structured leadership practices. Historically, issues were addressed through trial-and-error approaches until problems were resolved — often at considerable cost and without a shared prioritisation framework.

    My Role

    I was engaged for 18 months to help reduce maintenance spending. Following an initial analysis, it became clear that the core issue was not technical competence, but the absence of a structured approach to prioritisation, problem analysis and investment decisions. Hence, my role was to improve leadership capability and decision-making around maintenance and development initiatives.

    Approach

    We initiated a long-term leadership development and change journey, starting immediately after the production cycle ended to ensure sufficient time before the next cycle began.

    The leadership team met one full day each week. Early efforts focused on creating shared understanding and commitment to both the challenges and the proposed framework.

    Together, we co-created practical tools, established a structured backlog of maintenance and development initiatives, and introduced a disciplined approach to analysing problems before investing in solutions. Learning and application happened in parallel — leaders applied the new methods directly to real maintenance challenges as part of their daily work.

    Outcomes

    The initiative required significant dedication, but delivered tangible improvements. Twenty-five leaders and managers committed approximately 20% of their time to the programme, resulting in more disciplined prioritisation, improved decision-making and more efficient use of maintenance budgets.

    Regular reporting to the parent organisation’s steering committee ensured transparency, alignment and sustained momentum throughout the engagement.

    Insight

    Sustainable improvements in cost efficiency are rarely driven by tools alone. In this case, lasting change depended on consistent leadership commitment — not just at launch, but throughout the entire transformation journey.

    Client Recommendation

    Anna worked as a consultant with me and my team in a challenging and important change project in a technical organization. Anna’s strong ability to set direction and focus in a highly motivating way was an essential element for the success of the project.
    Anna is easy to cooperate with and gets people to challenge status quo by an open, honest and professional approach. It was a great pleasure to have Anna on board and I will anytime give her my highest recommendations.
    – Runi Ditlev Egholm