Gathering Insights.

Learn more about what we fancy for.


Published on 02 July, 2020 (8 min. read) 

On becoming a truly people-centric organization!

With the start of human labour and industrialization, Human Resources Management started as a practice to manage and observe human capacity within companies. Moving forward and into the century of digitalization, most companies are struggling with the term "Human Resources Management" and today the function has been giving a new twist with a focus on the human being in the organization. The change of names and titles from HR Management to e.g. People & Culture indicates and reflects how the function itself has shifted perspective. (Read the full article "On becoming a truly people-centric organization!" by Katharina Waeschenbach here).


Published on November 4, 2019 (5 min. read) 

How to Fix the Co-Founder Fights You’re Sick of Having 

Every relational impasse has covert and overt layers. That’s why when a pair of co-founders is stuck or in crisis, I often ask them to tell me about their last fight. But I’m not actually listening for the specific quarrels — I’m listening for how they fight and what it is that they trigger in each other. In many ways, the topics they’re fighting over don’t matter. What I’m looking for is the covert: What’s the hidden issue? What are you really upset about? What does it represent for you? Where else have you experienced this? Questions like these allow us to dive into the bigger, meatier topics, instead of staying trapped in the small, everyday arguments. (Read the full article How to Fix the Co-Founder Fights You’re Sick of Having Teams by Esther Perel here).


Published on May 3, 2020 (10 min. read) 

5 Key Learnings Working Agile in Non-Tech Teams 

Why the hack we start working agile now as we were just trying to accept a new normal? 

That is a typical first reaction when we introduce agile to non-tech teams. Changing the teams work design is obviously not the first thing you imagine to do when the world is upside down. Especially, for the so called „corporate or business functions“ (that can be you Operations, HR or Finance) - these teams are often stamped as service functions to the business, with no direct impact on the product and strategy - so why change their ways of working in these insecure circumstances anyway. So, yes - we understand these concerns, and obviously it's hilarious to change a running system during a world economic crisis. But hej, we are here to tell you why! (Read the full article 5 Key Learnings Working Agile in Non-Tech Teams by Katharina Wäschenbach here).

Published on March 17, 2018 (8 min. read) 

How do build a company on culture?

If asked to describe your company culture in a word, what would you say? It sounds cheesy, but it is actually true: the people. Our people are the foundation of who we are as a company. Attracting, hiring and retaining diverse talent enables us to be more innovative and better serve our employees, customers and communities. Companies, and the employees that comprise them, often fall in love with predictability of day-to-day operating procedures, standards, norms, values, and channels for communicating that may remain stable for extended periods. But how people interact with each other and systems changes over time as employees and the leadership team are replaced. That process will invariably take the company’s culture in a different direction. With an ongoing process of building and adjusting a company’s culture, the best organizations understand that they need to embrace change and evolve. (Read the full article How to Build a Company On Culture by Katharina Wäschenbach here).

Published on July 19, 2018 (8 min. read) 

Four Initiatives to Help Establish a Data-Driven Culture.

Today’s most successful and innovative companies, like Amazon, place data at the heart of their corporate culture, which allows them to innovate quickly and ultimately leads to a huge competitive advantage. The following article outlines some foundations for creating a data-driven culture. But why is it so important for companies to cultivate a data-driven culture? Well, culture influences what information is shared, whether data is democratized and the investments made into tools and training. And, most importantly, whether a company is driven by facts or opinions. Whenever I visit another company’s office, I get an impression of how data-driven its culture is fairly quickly. Immediate signs, like whether a company has an office dashboard or not, whether team members know relevant KPIs, what analytics tools are provided and to whom and how the analytics team is embedded into the overall team, are good indicators for how developed its data culture is. (Read more about "In God We Trust (All Others Bring Data)" by Georgia Neitzel here).


Published on February 22, 2019 (5 min. read) 

Why organizational design matters?

Organizations are not theoretical systems; they are living systems. Living people – with their own ideas, creativity, and individual goals – observe and respond to the environment around them, shaping the organizations they work inside of, whether or not the organization wants them to. The only way to unlock your organization’s potential is to develop your capacity to sense and respond to the challenges and opportunities you face – continuously and with the full participation of everyone who shares your mission. The good news is that organizational change can be used in most any type and size of business. (Read the full article "Why Organizational Design Matters" by Katharina Wäschenbach here)


Published on November 14, 2018 (5 min. read) 

How empowered organizations succeed?

Achieving high performance requires having the confidence to take risks, especially in a knowledge-intensive world. When an organization minimizes the fear people feel on the job, performance — at both the organizational and the team level — is maximized. But how do you make your organization fearless in a way that builds its capability? A fearless organization is one that provides psychological safety. But as more and more consultants, managers, and commentators are talking about psychological safety, the risk of misunderstanding what the concept is all about has intensified. In a workplace, psychological safety is the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed — with relevant ideas, questions, or concerns — without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid. (Read more about How Fearless Organizations Succeed by Amy C. Edmondson here).

Published on 17 November, 2019 (5 min. read) 

4 Steps To Start A Data-Driven Culture.

Static workforces organized around specific skills and functions are mostly the present. But more and more business leaders I am talking to these days are realizing a more liquid workforce and data-driven culture can become their new competitive advantages. Tomorrow's organizations will have adaptable workforces organized around projects, with embedded training. So, the main question is how to start with the challenges of organizational transformation and find an advantage in a data-driven company culture?  (Read more about  "4 Steps To Start A Data-Driven Culture" by Katharina Wäschenbach here).