1. Leading Results

Through practical tools and frameworks, we will help managers assess the financial starting point of their company or business unit and discover how to drive results by understanding their organization's challenges and opportunities in Economic Profit (EP) value creation. This will better equip them to build a strategic platform and make the right strategic decisions at a later stage.

This module will therefore focus on the following areas;

1. We will focus entirely on how to create value through Economic Profit (EP)
We will develop the "Economic Profit Tree" and dive deep into its core components to understand how they relate to each other, create a common language, and understand how they drive EP value creation.

2. Return On Capital Employed (ROCE) is one of the key drivers within Economic Profit and also very actionable to most leaders
This element will be broken down to a granular business level to help top managers lead results improvement by gaining valuable insights, and effectively identifying the best actions for their organisations.

3. Economic decisions are only meaningful if they are communicated well and acted on by the organisation and other stakeholders
Through casework, we will identify key stakeholders and train on how to effectively simplify and communicate complex financial concepts, challenges, and decisions.

This module will be delivered in cooperation with McKinsey & Company. The lunch-to-lunch program will, among other things, include an introduction to the entire program, learning and training with the Economic Profit Tree, best practices from external business executives, an introduction to and work on a roll-out business case, and practical results communication.

What our participants say: 

"This module made a complex topic simple. The ROCE and value creation approach helped me contribute more meaningfully in economic discussions."
Glennie Holstad Ingebrigtsen, Head of Insurance, Norsk Hydro ASA

"Results is my area – but this taught me how to break it down and communicate it clearly. As CFO, that gives me far greater impact."
Mia Malmros, Group CFO, Mestergruppen AS

2. Leading Strategy

Every company needs a strategy that points out a direction and has a plan on how to get there. The strategy needs to be distinct from competitors and easy to understand for all employees and partners. When the strategy communication creates engagement internally and externally, you have a very good starting point for the later execution phase. This module will therefore focus on the following areas:

1. Defining Strategy 
Unpack the meaning of strategy and explore what makes it effective. Learn to distinguish what strategy is—and isn’t—while building a clear strategic platform to guide organizational success.

2. Problem Solving for Impact
Master the seven steps of problem-solving, including hypothesis-driven methods, prioritization, and synthesis. Develop practical approaches to tackle challenges and deliver actionable insights.

3. Communicating Strategy
Refine your communication skills to adapt messaging, overcome biases, and inspire alignment. Build trust and ensure your strategy resonates across teams and stakeholders.

4. From Strategy to Execution
Bridge the gap between strategy and execution with tools like the strategic agenda wheel. Learn to transition seamlessly from strategic planning to impactful execution directly in your management meetings.

This module will be delivered in cooperation with McKinsey & Company. The one-day module will, among other things, consist of learning and training with new strategic tools and frameworks, problem-solving training, best practices from an external business executive, continued work on the roll-out business case, and practical strategy communication training toward internal and external stakeholders.

What our participants say: 

“Finally – a clear, actionable process for strategy. The tools were easy to apply and already make a difference in our company.”
Harald Borgen, Logistics Director, Norli AS

“The strategy theory and tools were great, but it was the storytelling – real successes and failures – that brought the learning to life.”
Gudny Langgaard, CEO, Tjaldur Nema

3. Leading People

4. Leading Execution