Problem space boy flying wings

Personal best - staying in the problem space

tina legor problem space advisor

Tina Legor is a senior creative advisor at Open – she is the head of Open’s event panel, and with a solid track record of campaigns executed, is a trusted advisor on client projects. Tina has a knack for seeing the bigger picture: why we are doing what we are doing. Below, Tina shares some key lessons on the importance of staying in the problem space.

tina legor problem space advisor

Tina Legor is a senior creative advisor at Open – she is the head of Open’s event panel, and with a solid track record of campaigns executed, is a trusted advisor on client projects. Tina has a knack for seeing the bigger picture: why we are doing what we are doing. Below, Tina shares some key lessons on the importance of staying in the problem space.

Personal best - staying in the problem space

By: Tina Legor, Senior Creative Advisor (25 June 2019)

What’s the starting point for thinking about the problem space in internal communications?

We are advisors and need to see the bigger picture before going into solutions. We advise our clients and help them solve their specific internal communication needs. That's our purpose. So why do we need to stay in the problem space? We could just pull a solution from the catalogue, right? Also, why is it so difficult – to keep asking and figuring out what we’re solving? Both for us, and for our clients?

Good questions, can you try to answer some of them?

Yeah, let’s start with the first one: ‘Why do we need to stay in the problem space?’ – we can’t advise if we don’t ask several why’s and look at the bigger picture. It’s like working with no limits and creativity lives in the problem space.

The fear of failure often cripples creativity and you step out of the problem space and jump into quick solutions. But failure is more likely if you are too hasty to leave the problem space –so, jump onboard because the problem space is wide open until you close it. Work with no limits and keep on thinking and innovating. Define your goals before you leave the problem space otherwise it’s just production and it might not create great value for the client. In addition, once you have looked deep enough into the problem, the solutions are pretty much formed in the process”.

So why is it so difficult to do?

We often get clients asking for specific deliverables – and this is pretty natural. They’ve already arrived at a solution before calling us. If they want a video, we can jump right to it and create a beautiful film, storytelling and all. People may view it several times and share it on SoMe and everybody will sing hallelujah. But we missed out the fun time in the problem space, and don’t know if we are doing the right thing. We’ve spent no time discussing the big W’s – we’ve most likely done a pretty good video that creates a little extra engagement, but solves nothing.

Can you give me an example of a success with the problem space?

Yes of course. We recently had a great process with a client - it is still ongoing. We have together spent quite a bit of time plotting out all the initiatives on the communications agenda for the years ahead and strengthened the link between the strategy and values, mission and purpose. We’ve defined the main groups of stakeholders across the organization and defined what we wish to achieve through communication initiatives with the different groups - where we believe they are now, and where we wish them to move – and how best we move them there. This process has given us and the client a good overview of the coming years and together we have created a clear roadmap of what we wish to achieve and a process map on how to achieve it. This has been a really rewarding process.

Could you break that down into some concrete actions?

It’s a team effort and it isn’t done overnight. A great starting point is to ensure that you have the right people with the right knowledge involved at client side as well as the project team at the agency.


It could look something like this:

  • What is the business need behind communicating ie. why are we doing this?
  • Make the link between your project and the organization’s big view
  • Define your stakeholders – recipients of your communication efforts.
    Where are they now, where do you want to move them; how do you best reach them – why do you need to reach them?
  • Get an overview of what else is on the communication agenda and plan accordingly


By doing this, we can formulate strong goals for the project. This also creates something to look back to when you’re in the thick of a project, and you may be questioning why things are happening a certain way.

As a creative advisor, this gives me a broader view and perspective of the client and with this in mind, I can demonstrate the value of what I am doing. Now I can step out of the problem space and deliver solutions that fit the whole communication purpose. The goal is to get everyone connected to what we’re creating and build excitement from that.


boy flying wings

Meet James, your new colleague

[email protected]
M +45 5375 7121

Meet James, your new colleague

Dear future colleague,


It’s nice to (virtually) meet you. I’m reaching out from the comfort of my desk, considering what I should write about. What do you want to hear? What would I want to hear if I were in your shoes? I could sit here all day talking about how great it is to work at Open, but then this would become like any other glorified advertisement. If you are anything like me, you’ll want to feel how it is to be here. How does working for this company engage you on a personal level? So, I will tell you about my experience– and hope that you can relate.


I never played well in teams. I guess this comes down to my upbringing. I won’t bore you with the details here, but the end result was an attitude of ‘I can and will do this alone’. My freelance film career consisted of taking on far too much and pushing myself past the point of exhaustion. Recover, rinse, repeat. My first relationship with Open was within this time period, them being the client and me, the freelance film specialist for hire.


Did I expect much? Not particularly. It was simply another opportunity to make some money. As usual, I put my head down and started to work. Lunch was eaten behind the computer, and conversation was kept superficial. Business as usual. It was after a couple of shoots that I started to notice something different. There was an atmosphere here, and not a tense ‘who stole my post-it notes’ vibe. It was as though the entire office were alive. People chatted, help was offered, a genuine happiness consistently resonated within the walls.


I continued to freelance for Open over the years and would always look forward to coming back for the next project.

Even with my minimal hours spent there, I would still feel part of something when I returned, as though no time had passed at all. Open had become my benchmark, and as a result I found my skills improving as I pushed to make my own impact. Needless to say, when they offered me a fulltime position, I jumped at the opportunity. I liked the person that I was becoming.

Ironically, it took developing my career to help me realize the value of a work /life balance.

I credit this entirely to the culture at Open. Never had I been treated so humanely. The encouragement to develop myself both professionally and personally was a new experience, one - it turns out, I had been deeply craving. I could have the best of both worlds. In fact, both worlds helped each other to flourish.


At Open, we are all expected to take responsibility for our projects, pushing them forward to completion. While this falls on your shoulders, you’re not alone in your journey. There’s space to talk with others, help one-another to develop ideas and talk through complicated solutions. If your project requires a skill that you’re unfamiliar with, there is a whole office of resourceful people at your disposal. Cross communication is highly encouraged and in the process, you’ll find yourself picking up skills that you never even considered having.


It’s hard not to view the people working here as more than work colleagues, and I’m proud to call them my friends. We all bring our own unique style; styles which are explored and nurtured for being the assets that they are. Our diversity is held together by a common mission – to develop, to grow, to push ourselves to be the best creatives that we can possibly imagine, and more so, to find value in every day. When I look back at myself and the company, well... we’ve both come a long way.


So then, how does this make me feel? To sum up my experience with Open – I feel engaged! But more than this – I feel like I’ve found home.


Your future colleague, James

Highlights from Open's Event Expert Panel

Highlights from Open's Event Expert Panel

By: Tina Legor, Senior Creative Advisor (3 June 2019)

Last week, a bunch of experienced professionals gathered to discuss internal corporate events and the role of communication. Topics covered at the panel discussion were:

  1. Cross-location & virtual participation; and
  2. Activation of purpose & culture


Open Event Panel

The discussion was fruitful, and we’re pleased to share some of the key highlights covered during the two-hour event:

  1. Plan the ‘event’ with the virtual participants in mind – involve the (incoming) callers and keep it human.

People connect with people and want to feel human and seen. In these modern times, using modern tools, it is fundamental to ensure that the technology does not stand in the way. So, when you plan your event, remember the virtual participants too – specifically if it’s a mixed audience where some people are physically present and others participate virtually.

Create a set-up where the virtual participants can be exactly that – participants, instead of just a passive audience.

  1. Put yourself in the user’s place

This point links strongly to the first one made. It is crucial that you put yourself in the participants’ shoes when you decide on the details of your event. Think of what they need to have the best experience, and what ensures that you succeed in achieving the goals of the event. This applies to when you choose the software to use, the timing of your event, the topic to cover, and the format to deliver in.

Always think: how will this be experienced?

  1. Encourage the local communities to sit together – be disciplined and control the meeting (Code of Conduct)

Instead of asking people to dial in independently, we strongly recommend you to encourage communal participation. The entire team sitting together participating, creates a dynamic that strengthens the impact of the event, helps people focus, and gives much more meat for discussion afterward.

  1. The 8-minute rule – something new should happen every 8th minute

This is the simplest and easiest of our take-aways to go and act on. We live in a world of shortening attention spans; to ensure that your participants remain focused and follow your event, give them something new at least every 8th minute.

Tina Legor is a Senior Creative Advisor at Open – she is also the head of Open’s Event Panel, with a solid track record of campaigns executed and a trusted advisor on client projects.

Tina Legor

Empowering employees with the New Views of Safety

Empowering employees with the New Views of Safety

What are the New Views of Safety? What are the principles behind Safety Differently and Human and Organizational Performance (HOP)? How could the principles work as an inspiration for how we communicate and engage in safety? How do we use this to empower employees? These are all questions we answered in our last Safety Panel meeting.

A not so new concept but currently a rapid growing movement

The ‘New Views of Safety’ is a global movement personified by Sidney Dekker and Todd Conklin and their principles behind Safety Differently and Human and Organizational Performance (HOP), advocating for a new approach to Safety management and employee empowerment.

The priciples originate as a response to a growing safety bureaucracy for employees and leaders, who are being held accountable for low number of LTIs, Hazards, medical treatments etc. – all safety success being measured based on negatives. The result is a growing disengagement in safety initiatives from employees and organizational functions, who are looking for competency, common sense, and instructions fit for the job at hand. 

It hit a nerve with top management

It's got a one size fits all approach but it definitely seems to hit a nerve with top management, as well as the ones who do the safety critical work every day who in many cases, experience that safety performance is at a standstill and lacks progression.

The principles

Safety Differently

  1. Safety is not defined by the absence of accidents, but the presence of capacity.
  2. Workers aren’t the problem; workers are the problem-solvers.
  3. We don’t constrain workers in order to create safety, we ask workers what they need to do in order to work safely, reliably and productively.
  4. Safety doesn’t prevent bad things from happening. Safety ensures good things happen, while workers do work in complex and adaptable work environments.

Human Performance

  1. Error is normal; even the best people make mistakes.
  2. Blame fixes nothing.
  3. Learning and improving are vital. Learning is deliberate.
  4. Context drives behavior. Systems drive outcomes.
  5. How you respond to failure matters. How leaders act and respond counts.

In the pure form of principles, they appear universal and something you could apply to all work situations:

  • People want to do a good job, 
  • People make mistakes, 
  • People respond to encouragement,
  • Behavior is influenced by culture,
  • People want to make sense of their work

How do you actually build capability with strategic safety communication?

It’s about using Near Miss reporting, Corrective actions, or Continuous improvementin new and more involving ways to drive development and learning in the organization. And recognizing that the experts are the actual people who do the safety critical work on a daily basis.

3 Key steps to empower employees to take action and share progress along the way:

  1. Establish the why
    An emotional connection inspires behavior. Collect insights and devise an eye-opening story that sets the scene and can inspire your target group.
  2. Put leaders in front
    Appoint someone to take leadership amongst the front-line employees and equip the ‘ambassadors’ in their role. Use a versatile, common framework to facilitate the link between the vision and people’s every day work situations.
  3. Translate capability into actions
    It’s not new that culture eats strategy for breakfast. So, make room for local ownership and adaptation and create authentic experiences that people can learn from, engage with and share with colleagues. 

The above might be framed differently based on another area of expertise than employee communication, but we know that this works with employee engagement.

The Open Safety Panel is a network of 15 different international companies who all have Health & Safety high on the agenda. The panel meets 2-3 times a year under different topics with the purpose to share best practice and develop new ideas on how to build a strong safety culture. If you want to know more, contact me on [email protected]


Augmented reality as a game changer for employee experience?

Augmented reality as a game changer for employee experience?

Augmented Reality (AR) is an emerging trend, but what are the applicable uses of AR in employee experience? Here are three examples of how to utilize AR – and tips on how to get started.

It’s 7 AM. You get out of the taxi at an airport. After paying the fare, you grab your smartphone and load up the airport’s AR app. You plot in your flight number and the app instantly gives you the best route to your gate. On your way to the gate a message pops up: ‘Have you had breakfast yet?’. You press no and the app takes you on a small detour to the nearest airport bakery, where they serve hot coffee and freshly made croissants. Once at the gate, the app automatically registers your presence and readies you for boarding.

Gatwick augmented reality
No more running around – looking for that elusive gate to your connecting flight (Photo: Gatwick Airport)

No, it’s not a snippet from the next Blade Runner movie. If you have travelled through Gatwick Airport recently, you might recognize parts of it.

Last year, the airport launched a new AR and Info application. Supported by 2,000 AR beacons throughout the airport, the application provides:

  • wayfinding,
  • personalized, real-time flight updates,
  • gate information, and
  • check-in and security queue times straight to the user’s smartphone.

The aim of the app is of course, to allow travelers a smoother experience when navigating the airport.

A trend – but here to stay

Augmented Reality is becoming one of those emerging trends that is skyrocketing and as far as we can tell, here to stay. In 2020, there will be 1 billion active AR users. When asked, 64% of consumers believe that AR will be beneficial for their work place ( With the recent releases of AR developer kits by Google and Apple, the big players have finally entered the playing field, so considering the amount of focus there is on this new immersive technology, it is time to connect it to your organization!

Market predictions for immersive technology (Source: New Gen Apps)

3 ways AR can improve your employee experience

What are the applicable uses of AR in employee experience? There are many different ways new technology, including AR, can drive your organization forward internally and give your employees a better work experience. But since it’s only an article and not a book you are reading – I’ve limited it to three examples of how I think it could be utilized.

1. Enhance your internal communication with AR

Endless ‘talking head’ videos, articles on the intranet, e-mails sent out to everyone. The sheer amount of internal information being directed at the employees can clutter the good intentions of internal communicators. AR is not the sole solution to that problem and using AR in corporate communication is a two-edged sword. Be wary not to be swept up by technological hype and to use it just because you can. That being said, it can help you focus your communication efforts.

An idea could be to turn your strategy posters into an animated story, displaying complex strategy and financial topics in an engaging and understandable way. As an example, imagine holding a screen over an ordinary printed poster or map. Augmented reality could enhance it with 3D visuals indicating a range of data, allowing the user to ‘walk around’ the area and absorb a greater depth of understanding.

Why AR?

There is a theory called Predictive Coding (, that means actively trying to predict what inputs are ahead, rather than passively processing information as it arrives – something we all automatically do. So for example, if you show a printed poster about a new strategy to an employee, their brains try to fill in the gaps – predicting what the poster does not tell about the strategy.

  1. “Effectively, our brains construct an incredibly complex jigsaw puzzle using any pieces it can get access to. These are provided by the context in which we see them, our memories and our other senses.” – Dr Fraser Smith, Glasgow University

Using AR, we can give the brain much more to work with and create a better image of the communication for the recipient. The interesting thing here, is to control the sequence and tempo of the visuals, or inputs – thereby heightening curiosity and engagement in unfolding the narrative.

In conclusion

AR can be a powerful communication tool. In a more traditional sense, it can increase engagement and curiosity. But be sure to ask the question “does this add value for our audience?”. It is a good idea to plan ahead and include AR in the framework of the communication and not as an afterthought.

2. Navigate the physical workplace with AR

A tool that can help employees find their way around the office, production facility or off-site work spaces, is something many have dreamed about. We all know the frustration when you can’t find that meeting room, and we have seen the confused look on the face of a new employee when they’re looking for their station.It is certainly not an easy task to create AR-based wayfinding, but the benefits should be easy to spot and emphasize – I’ve done a little math.There isn’t a lot of research done on how much time is lost finding your way around your work place, but I did find a study that says office workers spend up to 15 minutes a day looking for a place to collaborate (

Let’s be conservative and make a calculation where a business with 5,000 employees can save 1 minute a day with a wayfinder app.5,000 x 261 (the average number of work days in a year) = 1,305,000 minutes.

According to Google, the average hourly wage in the US is around 23 US dollars, so that’s a staggering 500,250 US dollars per year in regained down-time, just by cutting down on finding your way around the organization by 1 measly minute. How is that for a cost-saver. But numbers aside, creating a less frustrating work environment increases the employee experience and makes happier employees!

When the app is developed, why stop at wayfinding – you could potentially integrate on-boarding progression, guest access, security zones, entry-level restrictions and much more.

Why AR?

Augmented Reality wayfinding minimizes confusion, compared to common digital maps (vie It also, and I quote: “significantly reduces the time and cognition workload of human wayfinding behaviors”.

In conclusion

AR-based wayfinding technology is not off-the-shelf just yet and will take some work to effectuate. But as people become more confident in using AR in their everyday lives, being on the forefront and integrating it into business-as-usual, could have huge employee benefits and be a time-saving tool in the long run.

3. Safety learning and on-site information

When it comes to safety, using a ‘show, don’t tell’ approach towards your employees could enhance the adoption rate, making your organization safer – and as we always say: Safety first! One of the most important considerations for safety training is that it is engaging and memorable. Making sure your employees remember and understand what has been trained is crucial. AR can improve safety procedures and on-site information, from delivery-quality training to practical, on-the-spot use, to prevent workplace incidents and accidents. Imagine giving workers on the job the power to see manuals, instructions, and tips as they pass a device over equipment, work sites, hazardous materials, etc.

“Tell me and I forget, teach me and I will remember, involve me and I learn” – Benjamin Franklin

Why AR?

In a recent neuroscience experiment commissioned by the media agency Mindshare, it was found that augmented reality experiences elicit significant attention, emotional and memory-encoding spikes in users’ brains, compared to traditional video and interactive online experiences (

This is what we are looking for, the emotional connection to learning. Augmented reality is, simply put, the next step on the evolutionary learning ladder. Employees experience a constant bombardment of inputs in the modern job of today, which is why it is imperative to create something that sticks.

In conclusion

Using AR in safety training is no easy feat, and will require hard work and a dedicated buy-in from management. But many organizations have work environments and situations where ignorance or misunderstandings can, in the worst case, be fatal. So, creating exciting and understandable safety programs by using AR is definitely worth considering!

Imagine an app that always provides your employees with up-to-date information on complex safety and on-site procedures (Photo: Adobe Stock)

Create an AR strategy for your organization

The propagation of technology often dictates how good your organization is at adopting new digital work tools. If the technology or tool is well integrated in society in general – it will have a bigger success rate internally in the organization.

This is why I suggest that you already begin to consider an AR strategy and to what extent your organization can benefit from integrating augmented reality into the work day of your employees.

Ask these questions before you start detailing your strategy:

  • Will our employees embrace augmented reality?
    Define what steps you need to take to support the adoption process, such as providing access to devices, technology and training.
  • How can AR improve our employee experience?
    Identify your employees’ needs and how AR can help fulfil those needs. Examine which tools they already use in their work and to what extent they can be enhanced by, or even replaced, with augmented reality.
  • In what areas of our communication could this be most effective?
    Choose an area where visual storytelling and increased immediacy can foster the greatest positive impact.
  • How will we measure success?
    Start your program with one specific AR initiative and track its success. Feedback and metrics can help you make informed choices about investments going forward.

Digital workplaces are on everyone’s lips at the moment. And many have been delayed when it came to upgrade and adoption processes for their digital workplace strategy. Augmented Reality will eventually become a part of your digital workplace – so get brainstorming and start planning today!

Employee engagement according to Yoda from Star Wars

Employee engagement according to Yoda from Star Wars

Dear readers: This article was submitted to Open by a guest blogger, IC Yoda. While he may or may not have an interest in the promotion of Star Wars, we have decided to share his article in its original, unedited form, as he actually makes some great points on employee engagement. We hope you find it as insightful and enjoyable as we did.

By: IC Yoda (August 26, 2018)

Truly wonderful, the mind of the Employee is.

To nurture such minds, understand them first you must. For eight hundred years have I trained the Employee. Tell you what I have learned, now I will. The Employee’s strength flows from the Engagement. A powerful ally it is. Life creates it, makes it grow. Its energy surrounds us and binds us

Yoda with employees


Rules, regulations, procedures. The employee craves not these things.

Star Wars employee engagement


Mission, purpose, belief. Powerful are these. Keys to the Engagement these are. Without these, fail you will. Through the Engagement, things you will see. Other places. The future… the past. Old friends long gone.

Star Wars employee engagement


Trust in your employees you must place. Hope and mindfulness of the future you must plant…

Star Wars employee engagement


…and the Engagement grow you will.


As leader, the way forward must you show. From behind, lead one cannot


To answer power with power, the Employee way this is not. In business, a danger there is, of losing who we are.


To be the Employee is to face the truth and choose. Give off light, or darkness. Be a candle, or the night.

Star Wars employee engagement


May the Engagement be with you.

Star Wars employee engagement

Digital workplace

What to consider when using digital workplace data and insights

Digital workplace
Digital workplace

What to consider when using digital workplace data and insights

According to Open’s Digital Workplace Panel, people analytic skills and getting the job done faster, easier and better are key when activating data from your digital workplace.

Edited by: Anna Porko, Brand Innovation Manager (September 04, 2019)

Digital Workplace Panel

Our Panel is a group of experienced, curious and passionate digital workplace leads from some of Denmark’s largest companies – PANDORA, GEA, LEO Pharma, VELUX, DFDS, Haldor Topsoe, Dupont and Arla, amongst others. The panel meets bi-monthly for a couple of hours of inspiration and knowledge on how to get the most out our digital workplaces.

Every time the Panel gets together, a topic sets the direction for the meeting. This time the topic was: ‘What to consider when using the data and insights your digital workplace brings to the table’.

In the illustration below, you’ll find some of the take-aways from this meeting. Hopefully, you’ll find them a great help when you’re looking into the data and insights your digital workplace can provide you, your team – and the organization as a whole.

Digital workplace
Digital workplace
Digital workplace

Although, digital workplace focuses on our internal workflows and the changes in them, their adoption and people’s needs, it is important to remember that it also ties directly into our customer experience – as the customer experience is created by your employees. Hence, the need for focus.

Interested in joining the expert Panel?
If you’re heading the digital scene in your organization, maybe our Digital Expert Panel might be interesting for you to join too. You are very welcome to contact Andreas Ringsted who facilitates the panel.

You can reach him at +45 26 62 98 99 or by sending him an e-mail at [email protected].

About Open

Our approach

We believe that creating curiosity, encouraging active involvement, and sharing progress and successes is what engages employees.

Our Inspire-Act-Share engagement model is at the core of everything we do.

What we do

We empower employees. We boost local decision making by providing employees with business insight and sense of direction required to make the right choices in everyday work.

We create purpose by ensuring high employee engagement and performance by translating business strategies into meaningful and purposeful messages that employees can relate to.

We unite organizations by enabling the organization to function as one efficient organism by building bridges that tie the organization together, breaking down silos and hierarchies.

Open morning measurement

How to crack measurements in employee communication

open morning measurement
open morning measurement

How to crack measurements in employee communication

Open Morning: In employee communication, measurement continuously is a hot topic. But still, few of us do it and many find the why, what and how a tough cookie to crack. Are we allowed to ‘disturb’ the organization? What is worth measuring? And why isn’t an objective such as: ‘Helping employees to act on the strategy’ not solid enough?

At this Open Morning, Jesper Andersen, owner of Quantum, strategic advisor and international keynote speaker on communication measurement, will give his take on the role of internal communicators, what to measure and how to set the right – and concrete – objectives.

You will also meet Mads Vibe Jacobsen, Senior Communication Consultant at Danske Bank. He’ll give you insights in what and how he and his colleagues measured in the change communication project ‘Dreams & Ambitions’ and how they used the results to target their communication during the implementation.

When: September 20, 2018, at 08:30 to 9:45 a.m.

RSVP: September 15, 2018

Where: Open, Kristianiagade 8, 1. Sal, 2100 Copenhagen. Our office is close to Østerport Station. If you plan to go by car, you can park in the streets around the office (parking fees apply)

Sign up: Just send your name and organization to Solrun Øfjord through the button below. Looking forward to seeing you.

Sign up

Why boost or kick-start adoption of your digital workplace

Why boost or kick-start adoption of your digital workplace

Harvesting the benefits of a digital workplace requires adoption. Why? Because speeding up the process enables your people to deliver the right customer experience.

By: Tina Dejan, Digital Experience Director (August 30, 2018)

In employee communication, we have truly stepped into the age of digitalization where ‘digital workplace’ plays a huge role. It’s forming a workplace where communication, collaboration and getting the job done takes place in a seamless mix of online and offline.

Externally, organizations intensely strive to utilize digital as a lever for delivering relevant, engaging and convenient customer experiences. This certainly has a strong synergy with and impact on employee communication. Internally, creating a contemporary employee experience strengthens and optimizes people’s ability to work, communicate and interact in modern and engaging ways. This will help them deliver the optimal customer experience.

Still, this digitalization of the workplace internally is new and as everything new, it requires adoption – and an equal focus on the IT platform, the culture, the competences, the day-to-day tasks, the employee promise and the physical workspace. Just to name a few.

Why kick-start the adoption?
The simple answer to that question is: Return on investment! Many organizations struggle to harvest the benefits of their investments in a digital workplace platform due to slow or poor adoption. Often this is because they drive implementation solely as an IT project, rather than as the behavior change project it really is.

Changing the way, we work
Of course – and with all respect – adoption of a digital workplace is a complex transformation, and one which requires employees to change habits and ways of working. But it is also a vital cornerstone in communicating, collaborating and performing in modern organizations.

That is why this kick-start needs a clear purpose, involvement of the right stakeholders, a thorough mapping of drivers and barriers, and a clear digital adoption strategy to help the team in charge to focus on what changes they can implement, for example to:

  • Identify the most important behaviors that will support the desired adoption and outlines the signs and KPI’s that can be used to measure adoption.
  • Ensure different organizational perspectives to get a holistic approach to the changes needed.
  • Provide the foundation for an adoption plan to support the necessary changes and actions needed.

It’s not about producing a lot of documents for the drawer – it’s about involving the right people and getting started right away!

If you want to know more about how we help organizations re-start or kick-start digital adoption and our kick-starter workshop, you’re very welcome to contact Andreas Ringsted, Digital Advisory Team Lead

Helle Gudiksen NKT

On the Mic: Helle Gudiksen from NKT

Helle Gudiksen NKT
Helle Gudiksen NKT

On the Mic: Helle Gudiksen from NKT

We're so happy to have Helle Gudiksen, VP & Head of Communications in NKT, on the mic sharing her experiences with strategy communication and successful execution of it.

By: Solrun Sigfusdottir Øfjord, Senior Communication Advisor (August 7, 2018)

What’s on the top of your employee communication agenda right now?
It is the execution of our EXCELLENCE 2020 business strategy including our values.

What was your latest success and what made it a success?
Recently, we kicked off our EXCELLENCE 2020 roadshow where our CEO, accompanied by alternating members of our Group Leadership Team (GLT), visit a number of sites in Central and Northern Europe. We decided to focus on interaction and on engaging people in our purpose so everyone understands and considers how he or she contributes to our journey and ultimately our success.

After a short presentation by the GLT members, we invite all blue and white collar workers to a break-out session to discuss what the strategy means to us and our customers, what we can do even better, and ultimately, what they would like to ask the GLT in a strategy context. That, along with the following Q&A session, has so far resulted in a really engaged interaction between our people and the GLT, showing that we have passionate colleagues in the organization – with backbone to speak up and then commit, which is one of our values.

Why is it important to communicate your strategy internally?
While strategy is usually defined by top management, you need to onboard and engage your people as they are the ones to work with elements of the strategy on a daily basis. Commitment from everyone in the organization is a prerequisite for success, and the tricky part is how do you obtain that? To us, it is important to try to break down the strategy to ‘what’s relevant and what’s in it for me?’. One way of doing this is that everyone should leave the strategy session reflecting on what he or she can do more/less of or start doing for us to succeed. Also, how he or she impacts our culture and values every day.

What did you learn during the process?
The importance of keeping your people focus and knowing what you want out of the event. Also, as long as your concept and materials are thoroughly prepared, yet simple, you don’t need sophisticated settings to get the messages across and obtain good interaction, creativity and commitment.

What is your best advice/tip to other employee communicators?
Know your target group(s) and always have the ‘what’s in it for me?’ (the receiver) in mind – your local colleagues are key partners in that work.

‘On the Mic’ is a series of blog posts that invite internal communication professionals to share their take on employee communication, their view on trends within the field and what rocks their boat. Feel free to send us tips on who should be ‘On the Mic’ next.