Interviews with leading executives
Find inspiration in what others do when they create strategic results...
Top leaders and organizations have a lot to learn from each other. At Resonans, we focus on sharing experiences across boundaries. Gain insights into strategic experiences from a variety of top leaders.
As a municipality, we are a puzzle with open edges, so we cannot create the final picture for our society alone, either as departments, regions, or as a municipality alone. We need to connect with others so that together we realize strategies in a bigger picture.
We need to do what makes the biggest difference to children. It is a very important factor in the way we work and make decisions that we are not driven by economic growth targets.
Strategy is, in fact, a conversation. It is not about a neat plan on paper, but about us -- leadership, teachers and students -- talking together about where we are going, why and how
Strategies must help us implement along the wisest path in a changing reality
The strategy in a municipality must have an edge so that politicians can see their messages into it and thus strengthen the broad political ownership. And then the strategy must be able to be realized so that it is not just words.
A key challenge in strategy work is to find the right time to open up the space of influence in relation to ensuring inclusivity. At BUF, in the strategy process around 'Diverse Children's Communities', we have opened up early to involve a wide range
Fundamentally, the leadership role is also about communicating about the strategy, as much as possible. It's important that the strategy comes alive — and that we learn from our actions along the way and adjust where needed
Strategy work involves making tough decisions—making choices and trade-offs regarding what to prioritize. Next, you must ensure that the necessary resources and support are put behind what you choose to focus on.
The hard thing in strategy work is to keep the focus on it being easily accessible, easily understandable, and not too much.
As an organization, we constantly work with the strong citizen perspective, an outside and inside view, where every day all employees and managers create solutions that provide value for citizens, for companies and for the society we are a part of.
The strategy should help us to stay within the uncertainty instead of rushing to quick fixes that might not work adequately.
Strategy work calls for cross-cutting missions, courageous choices, and a deep involvement of the outside world.
In their strategy, Komponent focuses on creating services that will help develop local-based democracy and make municipalities capable of renewing their welfare services.
Taking their Vision 2021 as their starting point, the municipality focuses on the following future challenges: welfare, growth, and the green transition.
In the realization of the strategy, the organization, citizens, and players surrounding the municipality are included in initiatives focusing on concrete action and an experimental approach.
This requires a completely new and agile way of organizing in which employees are divided into small teams led by experts and local managers.
The lead time of the production and deviations must be reduced significantly, and the processes must be automatized and digitalized.
The vision of Haldor Topsoe is titled “To be recognized as the global leader in carbon emission reduction technologies”.
The strategy at the Danish Cancer Society focuses on staying one jump ahead of cancer, less inequality in cancer, and nobody should be alone with cancer.
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