Within the field
strategy - organization - leadership,
we work with leaders
to make their ambitions come true

In recent years, we have collaborated with leaders from:

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Case: Flexible, scalable and strategy aligned structure to a head of division with a growth strategy. Introduction of tested and proven design principles to apply in future structure changes.

Coherently release company, organizational, and employees' potential by ensuring sufficient management capacity, structural fitness, and adequate management work culture. Proven concept with data collection, analyses, and cooperation.

Case: Executive management assessment revealed shortsightedness, narrowmindedness, and lack of curiosity. These management work culture phenomena had trickled down through the organization, setting the scene for the organization to the strategy for breakfast.

Management capability and work culture were addressed.

Free download of "Skab bedre beslutninger", a book in Danish with 14 management behavior recommendations to create better decision-making.

What is CEO work and how to do it. What is not CEO work and how to ensure avoid it. How to work with the board, and how to ensure that next level managers do their work.

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Case: Management work culture was was addressed because it was the root cause of an organization ready to eat strategy for breakfast.

Partner with us if you’d like to unleash your company's potential using a proven concept.

Free download of "Skab bedre beslutninger", a book in Danish with 14 management behavior recommendations to create better decision-making.

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Case: Management work culture was was addressed because it was the root cause of an organization ready to eat strategy for breakfast.
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Free download of "Skab bedre beslutninger", a book in Danish with 14 management behavior recommendations to create better decision-making.
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Partner with us if you’d like to unleash your company's potential using a proven concept.
Click Here
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Videos

Group responsibility is good, group
accountability is bad.
Christian Bodén
Bottom-up, six work place values are universel, i.e. people in hierarchies value that the people higher up are courageous, dignifying, fair, honest, loving, and trustworthy.
Cathrine Burke, Ian Macdonald, and Karl Stewart
Organizational agility comes from capable people working within a clearly defined set of boundaries and with equally clearly defined authorities.
Cathrine Burke, Ian Macdonald, and Karl Stewart
Intelligent specialists should work with complicated matters, leaders with abstract thinking ability with complex ones. Mix this up and cause failure.
Peter Nicolaisen
Greatness is not a function of circumstances.
Jim Collins
A wise man always proportions his belief to the evidence.
David Hume
If a department is called HR (Human Resources), don't expect it to know how to align the organization to the strategy.
Peter Nicolaisen
An organization is a factory that manufactures judgments and decisions.
Daniel Kahnemann
Identity change within a person does not normally occur until after about 18 months... Therefore, in the arena of culture change, quick fixes are not real.
Warren Kinston
In as much as the hunter-gathering life is humankind's natural state, it is one in which work is rewarding and meaningful, community is central and fairness matters.
The Economist in 24th July 2021 review of The Story of Work by Jan Lucassen
The employee is accountable for doing his or her best, the boss is accountable for the effect/result of effort.
Nikolaj Lunøe
Asynchronous strategy shifts and organizational structure changes are indications of organizational ineffectiveness.
Peter Nicolaisen
Without courage, all the other virtues are useless.
Michael Maccoby
People are not machines (og that's why operational and organizational excellence are not the same).
Ian Macdonald and Peter Nicolaisen
Alignment with regard to intention, autonomy with regard to actions.
Helmuth von Moltke and Stephen Bungay
The amount of value you get out of any piece of information that goes into
your brain is usually determined by the amount of effort you spend when processing that information.
Stephen West
Among Rudyard Kipling's "six honest serving men" (what, why, when, how, where, and who), how represents the highest level of complexity.
Peter Nicolaisen
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Articles and books

About Lederskab

Since 2005, the purpose with Lederskab has been to contribute to good leadership. Along the way, Peter became a partner in the London-based consultancy Bioss which has unique insight and IP from more than 50 years of work with organiza-tions.

About Peter Nicolaisen
Peter has worked within the field of leadership and management since 1995. He authored “Skab bedre beslutninger” (Make better decisions) in 2006 and serves on the board of ASE as Vice-Chairman. 

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