Case: Transformation in a bank to Future of Work


In the fall 2014 this department initiated a transition from silos towards project orientation, acknowledging the caveat of silos and hierarchies, and the benefits of network and empowerment. The debates on disruption and the customer engaged enterprise ignited this further, which animated the leaders to think differently about experimentation, cross-pollination of skills and experiences, and delivery methods. (mere…)

Case: Purpose-driven leadership in a department in DONG Energy Wind Power


In 2012, I was asked to lead the Business Systems team in DONG Energy Wind Power, reporting to top management. The team had approximately 14 team members including some student workers, and a vast amount of stakeholders and collaboration partners in a complex network within the organization. We delivered a portfolio mix of IT projects, service delivery, and system maintenance of business critical knowledge management solutions. (mere…)