In the wake of the Corona pandemic leaders are keen to see concrete examples of what works and what doesn’t to lessen the impact of this crisis. Alumni Consultant and Manager Malin Samuelsson recently caught up with Christian Carlsson, SVP HR at Gunnebo to find out more about how they are tackling this multifaceted crisis.

Alumni psychologist and leadership expert Johan Östlin shares practical advice on what company leaders can do to rally their teams and harness the positive attitudes that come out in people during a time of disruption.

With little research being made into the makeup of effective board room work, an ability to rely on first hand experiences and observations, as well as comparative data sources becomes vital in building a successful board.

We often talk about strategies having to be pivoted during times of disruption. But chaotic times can also create cracks in the fundament of a hard working team.

A recent MIT Sloan report shows digital competence within the board helps longterm success. The respondents consider innovation and strategy to be closely tied with digital savviness, both areas needed to survive. As we work with nominating committees to assess what they need and how to find it, we hear requests of digital experts but they often come up short when asked to define this need for their particular situation.

How does a specific viewpoint come to play in our perspective on the needs of the company? To understand this we reached out to our Nordic network and got 584 respondents to share their perspective on leadership.

Last week the top corporate decision makers of the Öresund region gathered for the annual Alumni Spring Summit to enjoy a networking lunch and panel discussion moderated by the Founding Partner and CEO of Alumni, Magnus Tegborg.

Can the board of directors alone solve the issue of corporate sustainability? No, says Lena Bjurner, Head of HR and Sustainability director at Scandic Hotels Group. On the contrary, the best ideas are often found when you involve the entire organisation and focus on solving real-world problems.

What makes some teams function better than others? How can you as a leader promote efficiency and creativity in your teams? One of the most important factors – some say the most important – is psychological safety.

The days of stable and predictable markets are long gone. One of many consequences is a change in leadership requirements. It’s no longer possible for a solitary, strong leader to have all the data to make informed decisions by themselves. Instead we depend on the diversity of expertise and perspectives that naturally comes from a dynamic group.

It’s the beginning of the year. Your business plan, goals and budget are all worked out. However, the bad news is: If your team isn’t truly up to the task, it doesn’t matter how well thought-out your business plan is. The good news is: We can help you optimise your management team. 

With the United Nations’ 2030 Sustainable Development Goals just a little more than a decade away, the time for addressing environmental issues and acting on them is now. It is astounding to learn that a majority of today’s organisations do not discuss environmental impact in the boardroom.

The Harvey Nash Tech Survey 2019 is out. From a leadership perspective, it’s packed with useful findings. It’s not all pleasant reading, but it just might help you improve. Since 2013, The Harvey Nash Tech Survey has dug deep into data of the tech sector.

What are the key attributes that matter most for leaders in a fast-changing, digital world? In some ways digital leadership does not differ a lot from change leadership, as it entails a great deal of driving change in behavior. In other ways it is a leadership facing challenges never before encountered, demanding an explorative mindset like never before.

In recent years we have observed an increasing frustration over the perceived imbalance between effort and reward within the board member community. To further understand this trend, we launched a research programme specifically targeting the issue, with the aim of understanding how much of a problem this is now – and how much it might become in the future.

Do you need direct and hands-on support over a limited period of time and an in-depth perspective to a particular challenge or transformation within your organization?

Do you need direct and hands-on support over a limited period of time and an in-depth perspective to a particular challenge or transformation within your organization?

Digitalization and technology development seems to be on every company’s agenda these days. We see huge potential for utilizing the power of technology to enhance the professional leadership services industry.