Presenting thoughts and insights from senior executives in our Academia network.

Presenting thoughts and insights from leading executives in our network.

Presenting thoughts and insights from senior executives in our Academia network.

Presenting thoughts and insights from senior executives in our Academia network.

We recently interviewed Erik Ringertz, CEO at Netlight, about modern leadership and his thoughts and hopes for the future.

Catharina Mannerfelt, partner at Alumni and expert in board effectiveness and development, discusses the challenges that the pandemic has presented in the boardroom and the drivers for change that it highlights.

We have probably all felt too old at some point and too young at others. Is there a perfect age? Today there is a lot of talk about ageism and it rings true from many different perspectives.

We recently interviewed John Mellkvist, active as Author, Futurist and PR Consultant. Here we talk about diversity, ageism and discrimination and changing norms.

Vi satte oss nyligen ner med Lotta Lyrå för att fånga hennes tankar om ledarskap och vad som krävs för framgång i tider som nu och tiden framåt.

We recently interviewed Carl-Henric Svanberg, Chairman Volvo Group and well-known Swedish business executive and here we share his thoughts on leadership and hopes for the future.

The corporate dialogue relating to diversity and inclusion is relatively advanced, however, with the leadership ranks of the business world remaining predominantly white and male, it is important that we understand diversity holistically. Diversity in its truest sense is about so much more - it is not only about our inherent characteristics but also experiential and acquired differences.

Leadership or lack of it, can make or break an organisation and as such deserves to be a focus for all companies that are looking to get better at what they do. This article looks at how competent personality assessment coupled with business expertise will help to remove bias, avoid groupthink, and get the right character for the role.

When we think of diversity in the workplace, we tend to think of the surface level attributes of gender, race, and other protected characteristics. However, truly deep diversity is about the skills and perspectives distilled from experiencing different upbringings, cultures, educational systems and careers. Truly diverse teams can challenge company strategy, products and preconceived notions with their unique viewpoints.

Our working lives have been changing for a while now, but the emergence of the pandemic has accelerated these changes. Technology may have enabled us to keep our jobs but not without a potential social cost to our workplace interactions.

We interviewed Leif Johansson, Chairman of AstraZeneca, and well-known Swedish business executive, in May and here we share his thoughts on the role of a successful non-executive and leadership in times of crisis.

What are the immediate challenges facing organisations, what can they expect going forward, and how can we build the new normal that is in some parts already here? This report reflects insights on how organisations and their people have been affected by the Covid-19 pandemic, representing the views of many industries and different organisational sizes.

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.