Thomas Hietto, deputy CEO at Caverion, is navigating the megatrends of sustainability and digitalisation of the buildings we live and work in, but also the whirlpool of a global pandemic. Thanks to decisive action and active leadership, Caverion has been able to manage the situation at hand remarkably well. In managing what Thomas calls the first phase of the pandemic and its effects, three distinct practices, all part of a longer-term development of Caverion leadership have played a crucial role.

The Coronavirus has had a huge impact on all organizations – big and small, international and domestic. Some are struggling seriously while some are continuing with their business pretty much as before. The key issue now is what makes companies operating in an open, global market successful. What gives them fuel to reinvent themselves? What gives them energy to evolve continuously?

Nedan har vi intervjuat några av de interims konsulter vi samarbetet med under åren. Här delar dem med sig av deras vardag, deras syn på ledarskap och interim management.

In a time when some businesses are forced into pivoting their models and processes, reorganising personnel and restructuring their organisations there is a need for solid advice and competent guidance to get things right. Åsa Lögdberg, Head of Interim at Alumni sees many companies turn to interim managers for help and expertise.

Not too long ago I had a chat with board professional and several times nominated most influential woman in Finland Maija-Liisa Friman. She shared her thoughts, experiences and advice for board work during COVID-19.

For us working in recruitment the CV remains an important piece of the puzzle to help match the right candidate to the right job. And for our clients, it's an opportunity to get a first introduction of potential candidates. So, for those who are actively looking for new challenges, or for those who want to be prepared when the recruiter comes calling - here are some tips!

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.