CMO INSIGHT - CMO EXECUTIVE FORUM MAGAZINE

INSIGHT CMO Executive Forum

Energy is at the heart of everything, it's what makes the world go around

HENRIK ØINÆS HABBERSTAD

INSIGHT

SELECTED SPEAKERS FOR THE NORDIC CMO EXECUTIVE FORUMS Henrik Habbersted

Christina Molt-Wengel

Creative Director at Equinor

CMO at GN Store Nord

CMO EF NO, September 11th 2019

CMO EF DK, November 21st 2019

Louisa Loran

Morten Peick

VP, Global Head of Business Development & Marketing at A.P. Møller Mærsk

Senior Group Director, Communication & Brand at Rambøll

CMO EF DK, November 21st 2019

CMO EF DK, November 21st 2019

René Hansen

Mikkel Lind

Vice President, Head of Brand People and Global Functions at Yara International

VP & Head of Marketing, Communication & Online at TDC Group

CMO EF NO, September 11th 2019

CMO EF DK, November 21st 2019

Elizabeth Fjellerup Group CMO at Nordea

Stine Steffensen Børke CMO at Hurtigruten

CMO EF SE, November 13th 2019

CMO EF NO, September 11th 2019

Hilde Haugen Kallevig

Per Møller Jensen

VP Head of Brand and Marketing at Norsk Hydro

SVP, Brand & Marketing at Danske Bank

CMO EF NO, September 11th 2019

CMO EF DK, November 21st 2019

Frode Fimreite

Elisabeth Hegg Gjølme

Direktør Markedsområde Ost at TINE Innovasjon & Mar CMO EF NO, September 11th 2019

Helene Abel Hansen VP EMEA Marketing & E-commerce at Pandora CMO EF DK, November 21st 2019

EVP, Marketing & Communications at Posten Norge CMO EF NO, September 11th 2019

Are you able to manage your Customer Experience?

All companies create experiences for their customers, but many are challenged when it comes to storing, qualifying and learning from these experiences. Technology can help when companies need to listen and act in relation to the individual, says Jonas Almstrup, Nordic Sales responsible for SAP Customer Experience.

Companies should focus on the experiences of their customers, because a very large and growing part of every service consists of people’s experiences. Companies that create positive experiences simply have more loyal and more profitable customers. When a cafe sells a cup of coffee, customer experiences along the way play a very important role. The coffee beans in themselves do not cost much, but we quickly pay a high price for a cup of coffee because it is added to the experience.

We live in the customer era and customers can quickly spot alternatives. The new thing is that we can now listen more methodically to the individual customer and understand its experience, whether it is good or bad and why it arises. Companies can replace one-way communication on the advertising channel with a two-way dialogue with customers. By asking its customers, a company can capture new trends, create additional sales and build loyalty. If a company does not understand the customer experience, it is in danger of becoming irrelevant to its customers.

Today, the situation is that there is a deep gap between a company or a manager own perception of the customer’s experience and the customer´s actual experience. But the good news is that you can ask about their experiences in different ways along the way, to learn what works well and focus on the parts of the experience that you can do something about. A company can capture signals from customers and tie together a more complete picture of the individual’s experience. Most companies have very precise and data-based knowledge of their production, sales and delivery, and if you can find the link between the operational control of the production and the experiences you produce for your customers, then you can ”produce” the right experiences. Customer experiences should be a data source for managers in the same way as all known operational data is.

There is a need for a new management discipline with focus on gathering and using knowledge about customer experiences, Jonas Almstrup explains. When such a large part of the value creation is about customer experiences, it would be equivalent to the pilot flying blind if management does not gather knowledge about customer experiences. The company risks a large gap between the customers ’experiences and the employees’ own image of the situation.

Technology can help companies to get a better grip on the customer experience today. They need to be able to gather and store the experiences. Next, they must understand and categorize the experiences and for this there are analysis tools . Action must be taken based on the new knowledge gained in the company’s “experience database”, and finally it is obvious to analyze the effect of one’s actions. Do we achieve the increased satisfaction and appropriate behavior when we engage with the customer in this way? The technology can support the decision making every step of the way.

Jonas Almstrup, Nordic Sales responsible, SAP Customer Experience

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LIST OF PARTICIPANTS IN THE NORDIC CMO EXECUTIVE FORUM EVENTS PRIMO AUGUST ‘19 Company

Name

Title

A. P. Møller - Maersk

Louisa C. A. Loran

VP, Global HO Business Dev & Mark.

ALK-Abello A/S

Christina Molt Wengel

SVP, Head of Global Marketing

Also A/S

Susan Kaas

HR Manager

Autohuset Vestergaard A/S

Jesper Søgård

Komm. - og marketingchef

Bama Gruppen AS

Pia Gulbrandsen

Dir., Corp. Com & Mark.

Bama Gruppen AS

Ingebjørg Hjortdahl

Marketingsjef, trend og innovasjon

Bane Nor Sf

Torild Lid Uribarri

Konserndir. Km & Samf. kontakt

Bertel O Steen AS

Lars Ruud

Mar. Dir Peugeot & Citroen DS

Bravida Norge AS

Stian Søhoel

Markedsdirektør

CP Kelco ApS

Niels Thestrup

VP - Sales, Marketing & Supply Chain

Caverion Norge AS

Helene Johansen

Head of Marketing & Communications

Coop Norge SA

Jon E. Fornes

Deputy, Group Marketing Director

Damco International A/S

Charlotte Lindberg Delran

Global HO Mark. an Com.

Dansk Retursystem A/S

Marlene Holmgaard Fris

CCO

Danske Bank A/S

Per Møller Jensen

SVP, Brand & Marketing

Danske Bank A/S

Peter Tromholt-Qwist

FVP, Digital Sales Centre of Excellence

Danske Spil A/S

Jesper Thyssen

Head of Digital Marketing

Demant A/S

Katrine Hertz Østergaard

Sr. Dir, HO Com. & Digit, Oticon

DSB A/S

Maria Gry Henriksen

VP, Marketing

Elkjøp Norge AS

Christian Kamhaug

Nordic Communications Manager

Elkjøp Norge AS

Kristina Opsahl

Marketing Manager

Elkjøp Norge AS

Marius Klemo

Brand & Digital Manager

Equinor ASA

Henrik Habberstad

Creative director

Europris Butikkdrift AS

Kathrine Hoff

Markedssje

Company

Name

Title

Falck Danmark A/S

Malene Paulli Buchvald

Markedssjef

GE Healthcare AS

Kine Berg

Marketingsjef

GN Store Nord A/S

Christina Molt-Wengel

CMO

Hurtigruten AS

Stine Steffensen Børke

CMO

IKEA Danmark A/S

Sofia Helgstrand

Country Dep Mar. & Com. Manager

KILROY International A/S

Christina Fahrenholtz

CMO

Maersk Supply Service A/S

Christian Gadegaard Gullev

Commercial Dir & HO tender manag.

Møller Mobility Group AS

Kim Motrøen

Head of Marketing Operations

Nets Denmark A/S

Nils Witt

Nordic Marketing Manager

Ng Meny Øst AS

Jørgen Normann-Larsen

Marketing Director

Nilfisk A/S

Peter Faaborg-Andersen

VP, Commercial Management

Norconsult AS

Hege Njå Bjørkmann

Head of Marketing & Communications

Nordea (NO)

Phu Le Duong

CDO

Nordea (NO)

Hanne Sannes-Moe

CMO / Nordea Liv

Norsk Hydro ASA

Hilde Haugen Kallevig

VP, Communication & Marketing

Norsk Hydro ASA

Jacob Nielsen

Brand & Marketing Director

Norsk Medisinaldepot AS

Miriam Skåland

Strategidirektør og pres

Norsk Tipping AS

Kristin Røe

Head of Marketing

Norwegian Air Shuttle ASA

Johan Bisgaard Larsen

Head of Regional Marketing

Norwegian Air Shuttle ASA

Charlotte Malling

HO Mark, North EU & new markets

Novozymes A/S

Frederik Mejlby

Global Marketing Director, Food & Baking

Orkla ASA

Runar Pahr Andresen

SVP, Marketing and Innovation

Orkla Foods Danmark A/S

Mette Johansen

Marketing-og Innovationsdirektør

Posten Norge AS

Monica Solberg

Markedssj. Posten & Bring, SVP mark & Ecom.

Posten Norge AS

Arild H. Liland

Division Bring

Posten Norge AS

Elisabeth Hegg Gjølme

EVP, Marketing and Communications

Rambøll gruppen A/S

Morten Peick

Sr. Group Director, Comm & Branding

Ringnes AS

Line Hildonen Ramstad

CMO

Santander Consumer Bank AS

Tony Rogne

Sales & Marketing Director, B2C

SAP Norge AS

Tanja Strohammer

Country Marketing Manager

SAS Norway AS

Didrik A. Fjeldstad

VP, Brand Marketing

Semler Gruppen A/S

Michael Stein

Head of Marketing

Sopra Steria A/S

Kristin Blix-Elton

Mar. & Com. dir, Scandinavia

SpareBank 1 Gruppen AS

Tora Elisabeth Mellbye

CMO

TDC A/S

Mikkel Lind

VP HO TDC Group Brand & Mar Strat.

Thomas Cook Airlines

Helle Kjær

Head of Marketing

Telia Norge AS

Camilla Forberg

VP, Brand & Marketing

Tine SA

Frode Fimreite

Dir. Innovation & Mar.

Tinfos AS

Harald Reigstad

Commercial Director

Tomra Systems ASA

Ingrid Tronstad

VP, Marketing

Velliv, Pension & Livsforsikring A/S

Lotte Bork Ferraro

HO Marketing & Cust. Exp.

Yara International ASA

Veronique Revoy

Head of Marketing

Yara International ASA

Lill Kleven

VP, Marketing

Yara International ASA

René Hansen

VP, Head of Corporate Brand

Yara International ASA

Nathalie Skovholt

Corporate Marketing Manager

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*CMO Benchmark is based on survey data from participants at CMO Executive Forum Copenhagen, June 2019. Survey data is analysed and validated by House of Improvement.. © Copyright 2019 twoHundred & House of Improvement.

Page 1

Henrik Øinæs Habberstad

Creative Director, Equinor Event moderator

Chairman @ CMO NO the 11th of September 2019 Gamle Logen, Oslo

Page 9

Hilde Kallevig

VP & Head of Brand and Marketing, Norsk Hydro Digital Transformation in Norsk Hydro Speaks @ CMO NO the 11th of September 2019 Gamle Logen, Oslo

Page 15

Elizabeth Fjellerup Group CMO, Nordea

From traditional Marketing budgetting to Zero based budgetting – a 100% Agile Organization Speaks @ CMO SE the 13th of November 2019 Grand Hotel, Stockholm

Page 23

Louisa Loran

VP, Global Head of Business Development & Marketing, Maersk Speaks @ CMO DK the 21st of November 2019 Sølyst, Klampenborg

INSIGHT

Henrik Øinæs Habberstad Creative Director at Equinor

43 years old Education

- Henrik Øinæs Habberstad has a Bachelor’s Degree in Marketing Communication from BI Norwegian Business School.

- He has studied Advertising and Communication at University of Ulster in Northern Ireland.

- In 2008, Henrik Øinæs Habberstad studied Executive Education at London Business School and Leadership Training at Stockholm School of Economics in 2009.

- Furthermore, he has studied Digital Strategy at Hyper Island in Stockholm in 2014

Career - Henrik Øinæs Habberstad has been Creative Director at Equinor since May 2018, but has worked for the company (formerly Statoil) since 2012 as Head of Brand and Creative.

- Before joining the client side, he worked in the advertising industry for many years, in agencies like SLB, Dinamo and Ernö.

- Henrik Øinæs Habberstad was part of the team setting up Telenor Brand Academy, Telenor Groups global marketing and brand training.

Private life - Henrik Øinæs Habberstad has a wife Mette and daughter Mia. - In his spare time, he likes to be out in the nature with his family.

- Henrik Øinæs Habberstad was born in Bergen and grew up in Bærum.

1

INSIGHT

Creative Director at Equinor, Henrik Øinæs Habberstad: “Energy is at the heart of everything, it's what makes the world go around. I find that motivating and inspiring” 2

INSIGHT

- Equinor ASA (formerly known as Statoil) is a Norwegian multinational energy company, headquartered in Stavanger, Norway.

- The current company was formed by the 2007 merger of Statoil with the oil and gas division of Norsk Hydro.

- The company consists of about 20.200 employees and operates in 36 countries.

- By revenue, while under Statoil name, Equinor was ranked as the world’s eleventh largest oil and gas company by Forbes Magazine in 2013.

- In 2018, the name of the company Equinor was adopted. The name is formed by combining “equi”, the roots for words such as equal, equality and equilibrium, and “nor”, indicating the Norwegian origin.

- Eldar Sætre is the current CEO and has been since October 2014.

- In 2018, the company reached a total revenue of USD 79.593 million.

3

INSIGHT

CMO Magazine #2

2019

The energy industry is a dynamic industry to work in these days, we all need to change if we are to help move the world in the right direction and as a big energy company, we play an important role.

When you revise a corporate strategy and changing the name of the company on top of an already dynamic industry, it gets really exciting, says Creative Director, Henrik Øinæs Habberstad.

What led you to work at Equinor?

We know Statoil last year changed

shifting towards cleaner energy.

its name to Equinor due to a shift - I got the opportunity to join the

toward cleaner energy. What

What are the challenges in

brand team in Statoil in 2012. To

has the change meant for the

communicating sustainability as

work for the biggest company

company in the bigger picture,

an oil and gas company?

in Norway was exciting, but little

and also on a daily basis in a

did I know that the job would be

communicative perspective?

- Many seem to think that

even more exciting when the CEO

we could stop all oil and gas

decided to change the name of

- Our company has changed a

production right here and now,

the company a few years later, and

lot the last couple of years, and in

but the reality is more complex

I was chosen to be part of the core

2016 Statoil revised its corporate

than that. The fact is that the world

team.

strategy articulating a shift from a

is totally dependent on oil and gas,

focused oil and gas company to a

and both will be important parts of

When and how did you discover

broad energy company. The name

the energy mix for many years to

your passion for marketing?

change was a natural result of this,

come.

so we didn't change the name of - My first job was as a bell boy at

the company because we are now

Our obligation is, however, to

Oslo Plaza Hotel, and I worked at

going to change, but because

produce the oil and gas the world

the hotel for many years part time

we already had changed. From a

needs with as low emission as

during my studies. A bell boy was

communication perspective this

possible. Equinor is today the most

part of the logo, and the manager

means that we now are telling the

carbon efficient oil producer in

at the hotel told us bell boys that

story about many energy sources,

the world, we take pride in that,

we were the face of the brand, I

not only a few. And of course,

in addition we are investing more

found that super inspiring, and

sustainability is higher on the

and more in renewable energy

I think that was the beginning

agenda than ever before, luckily.

sources like wind and solar as well

of my interest in marketing and

Equinor still produces oil and

as in technologies like carbon

branding.

gas even though the company is

capture and storage.

4

INSIGHT

CMO Magazine #2

2019

What inspires you the most

- After graduating, I started my

What do you see as the biggest

working with communication

career as an account planner

marketing challenges going

and marketing in a business that

trainee in an advertising agency in

forward in your industry?

consists of oil and energy?

Oslo, a few years later I was asked to set up the planning department

- Overall, I think "short-termism"

- Energy is at the heart of

in Dinamo (at the time the biggest

is a challenge for every marketer

everything, it's what makes the

and most successful agency in

in any industry, we need to find

world goes around. I find that

Norway) and I worked at the

the right balance between long

motivating and inspiring.

agency for seven years.

term branding and short-term activities. We also need to continue

What does your daily tasks consist of at the moment?

- Right now, I'm working on defining the long-term global brand platform for Equinor, as well as a content driven fall campaign for Equinor in Norway.

What do you personally want to achieve within the next few years in the company?

- See Equinor strengthening its position as the most sustainable

"...we need to find the right balance between long term branding and short-term activities"

broad energy company in the world.

Then I worked as an International Brand Manager for djuice (part of

We know that you have been

the Telenor Group) for a few years,

working with communication

before I returned to the agency

in different industries - can you

world. Then, in 2012, I returned to

explain more about your “journey”

the corporate side - and I'm still

to your current position at

here.

Equinor?

5

to embrace creativity. For the energy industry a challenge is to communicate what we call "energy realities" in new ways, especially towards the younger generation.

Finding the right balance between facts and emotions is sometimes a challenge.

v INSIGHT

Insight + Creativity = Effectiveness - Henrik Habberstad

6

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“There’s a massive paradigm shift going on in the world of search from chaotic results to brand-verified answers.

Today’s customer journey starts with a question and consumers expect answers,” said Howard Lerman, Founder and CEO of Yext. “Today’s expansion of Yext allows companies to build their complete knowledge graph, which is the foundation of meeting the consumer at the precise moment of intent.”

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“The customer journey starts with a question. It’s up to every business to provide the brand-verified answer,” said Marc Ferrentino, Chief Strategy Officer of Yext.

“Yext’s comprehensive fact platform contains hundreds of millions of connected facts about our clients’ businesses. Facts in Yext are structured for search so that businesses can meet their customers in the moment of intent. Today marks the first step toward a world of perfect answers everywhere.”

Yext’s founding principle is that the ultimate authority on a business should be the business itself. Businesses need a platform to provide verified answers to drive digital discovery, customer engagement and reputation enhancement. Yext leads brands into the future of search, bringing the world one step closer to perfect answers everywhere.

INSIGHT

EVENT CALENDAR 2019 10/9 2019

HR Executive Forum

Gamle Logen, Oslo

11/9 2019

CMO Executive Forum

Gamle Logen, Oslo

26/9 2019

Supply Chain Executive Forum

Sølyst, Klampenborg

3/10 2019

CIO Executive Forum

Sølyst, Klampenborg

8/10 2019

CFO Executive Forum

Sølyst, Klampenborg

15/10 2019

CIO Executive Forum

Gamle Logen, Oslo

29/10 2019

Public IT & Digital Executive Forum

Sølyst, Klampenborg

7/11 2019

HR Executive Forum

Sølyst, Klampenborg

12/11 2019

HR Executive Forum

Grand Hotel, Stockholm

13/11 2019

CMO Executive Forum

Grand Hotel, Stockholm

21/11 2019

CMO Executive Forum

Sølyst, Klampenborg

26/3 2020

Supply Chain Executive Forum

Sølyst, Klampenborg

31/3 2020

CIO Executive Forum

Sølyst, Klampenborg

2/4 2020

CIO Executive Forum

Gamle Logen, Oslo

15/4 2020

CMO Executive Forum

Gamle Logen, Oslo

16/4 2020

HR Executive Forum

Gamle Logen, Oslo

22/4 2020

CMO Executive Forum

Grand Hotel, Stockholm

23/4 2020

HR Executive Forum

Grand Hotel, Stockholm

5/5 2020

CFO Executive Forum

Sølyst, Klampenborg

12/5 2020

Public IT & Digital Executive Forum

Sølyst, Klampenborg

14/5 2020

HR Executive Forum

Sølyst, Klampenborg

9/6 2020

CMO Executive Forum

Sølyst, Klampenborg

For more information about events or general updates, please send an e-mail to info@twohundred.dk or visit our website at www.twohundred.dk

8

INSIGHT

Head of Brand and Marketing at Hydro: “I’ve learned to be very passionate about a metal” 9

INSIGHT

Hilde Kallevig VP & Head of Brand and Marketing at Norsk Hydro

45 years old Education

- Hilde has a Master’s degree in Media and Communications Studies from Goldsmiths, University of London - She has a Bachelor’s degree in History and Arts from University of Oslo

Career - Hilde Kallevig has 18 years of experience working in the communication and marketing industry.

- Hilde has experience working with communication in different sectors, including telecoms, technology B2B, higher education, engineering companies, renewable energy, subsea as well as real estate.

- She has competencies within a wide range of communication areas including journalism, PR, issues and crisis communication, corporate communication, reputation programs and media training.

- She has spent about a decade living abroad in London and Tokyo.

Private life - Hilde Kallevig lives in Oslo with her husband and three children - She grew up in Oslo, but has lived in both Switzerland, London and Japan.

- In her spare time, Hilde Kallevig spends time with her kids and husband and goes running in the forest.

- She also has a great passion for gardening and she especially loves her vegetable garden.

10

INSIGHT

- Norsk Hydro (often referred to as just Hydro) is a Norwegian aluminium and renewable energy company, headquartered at Oslo.

- The company was founded in 1905 by Sam Eyde. The CEO position is now held by Hilde Merete Aasheim who is the first female CEO in the company.

- Norsk Hydro is one of the largest aluminium companies worldwide.

- The company has operations in some 50 countries around the world and is active on all continents.

- Norsk Hydro is partially owned by the Norwegian state (34.4 percent) and Folketrygdfond (6.5 percent).

- Norsk Hydro employs approximately 36.000 people worldwide.

- The company reached a revenue of NOK 159.377 million in 2018.

11

INSIGHT

CMO Magazine #2

2019

Norsk Hydro is changing the way it is communicating.

For VP & Head of Brand and Marketing Hilde Kallevig, doing marketing and branding efforts for an aluminium company has never been more interesting nor important than now.

Industrial companies are in a

branding functions haven’t

using their lingo. In this way we

time of change. Marketing and

necessarily been important for

are also educating aluminum

branding activities are influenced

an industrial company to support

experts outside of our company

by new agendas, and for Hilde

business. Price was the only

that become our fans and

Kallevig her job has never been

factor that really mattered to our

ambassadors, both internally and

more dynamic.

customers. That has changed

externally, to help us in our brand

today, and you can differentiate

building.

- The roles of marketing and

the marketing which makes our

branding in industrial companies

efforts both more interesting and

have changed a lot compared

important.

to just a couple of years ago.

As a part of Hydros new brand

Industrial byers are changing

One reaction to the change

building efforts, Hilde Kallevig has

the way they do business,

is that Hydro is focusing its

been regularly visiting London to

sustainability is slowly becoming

communication and marketing

meet up with British designer Tom

an important part of a purchasing

towards knowledge marketing and

Dixon who is currently designing

division also for commodities as

communication based on solving

a recyclable chair made out of

is doing business with ethically

our customers problems.

aluminum with the help of Hydro’s

minded companies. This affects

aluminium experts.

the way we do business and also

- We need to think more like

the way we go to market. We are

a consumer brand, in terms

- We met Tom Dixon at the design

in the middle of an important

of how we communicate with

event Salone del Mobile in Milan

change, and that’s why it’s a very

our customers. We have a lot

through a common project where

dynamic place to be also for the

of technical competence about

we had provided aluminum parts

marketing and sales functions.

aluminum, design in aluminium

for an IKEA sofa. We’re working

and renewable energy that we

with him to create a chair that

If you ask Hilde Kallevig, the

know our customers are interested

is made 100 percent out of

change is caused by new demands

in, however the language we

aluminum, which is fully recyclable

from customers which has made

traditionally use can be difficult

and will last for a long time.

marketing and branding efforts for

to grasp. We are there for trying

an industrial company both more

to better understand our target

Hydro’s new brand strategy

interesting and important.

audience and write content and

‘When Experts Unite’ is based

share knowledge about aluminium

on partnerships with the world’s

- Until recently, marketing and

that we know is relevant to them

leading designers and producers

Collabs and design fairs

12

INSIGHT

CMO Magazine #2

2019

to reduce emissions and enable

portfolio of products increasingly

it can be taken apart in order for

the future circular economy.

plays an important role in

the various parts to be recycled.

Hydro’s brand strategy and has The collaboration with Tom Dixon

changed the way Hilde Kallevig is

- The best way to do this is if you

is the company’s first project, and

developing branding efforts.

work closely with your partners

from now on Hydro is reaching out

from the start, like with us in

to potential partners to seek out

- Our branding aims to inform

Hydro. In this way we believe we

new co-branding activities.

and educate our market. We have

build trust and relations with our

now developed two new brands

customers.

- We have previously created a bike

that aims to make it easier for our

in aluminum, and we have done

customers to differentiate in the

With the appointment of Hilde

different things before, but what

market with greener aluminium

Merete Aasheim as new CEO

is new is to use collaborations as a

that has a low CO2 footprint. We

of Hydro, the company will

branding strategy. If we can help

also focus to build awareness

further develop its efforts within

an automotive company design

around the services that we can

advanced, low-carbon aluminium

things in a way that is better for

provide that can support our

products and solutions, based

the environment, we can make

customers sustainability strategy.

on a more sustainable footprint

a difference. I am sometimes

through the value chain and life-

surprised when I hear myself talk

cycle of aluminium. This will also

so passionately about aluminum.

However, I cannot think of a more interesting job than the one I have right now.

Sustainability is changing the agenda The main demands that the company experiences from its customers are responsibility and sustainability.

- We increasingly see that our customers purchasing decisions are shaped by the new sustainability agenda. The biggest

"We increasingly see that our customers purchasing decisions are shaped by the new sustainability agenda"

challenge to mass consumption

impact the way the company’s market communication.

- Hydro has for many years been working to improve our C02 footprint, but as with most industrial companies we have a long way to go as aluminium production is energy intensive.

But this means that we also have the power to reduce our emissions in a meaningful way.

However, we need to make sure there is a demand for these products. So, in order to push the boundaries for low carbon materials and production we need to also communicate better

is sustainability and the world

- One example is design for

to our customers and promote

needs to produce in a new

recycling. We communicate that

these products. When demand

way. As a material provider and

recycling starts at the drawing

increases, we can also invest

manufacturing company we can

board, meaning that if you want

more in production and new

make a difference and be part

to create products for a circular

technologies for greener products.

of a change to a more circular

economy that can be recycled, you

In this way we are not using

economy. It feels great to take part

need to start with understanding

sustainability to greenwash our

of such an important change.

how to design for recycling. You

other products but as a way to

need to choose the right material

pave the way.

Promoting the company’s greener

13

and be able to design the chair, so

INSIGHT

Three pieces of advice in order to get success in the role as a marketing leader 1) You need to understand your organization.

Both the commercial organization in terms how are they set up and what do they need for success. And the company’s production in terms of what are the products and services we have, what are our limitations and opportunities.

2) Talk to your customers. Find key customers and make sure to understand their needs and base the strategy around that.

3) Try not to initiate too many projects and campaigns. Do less of them, but do each of them better.

14

INSIGHT

Elizabeth Fjellerup

Group CMO at Nordea 48 years old

Education - Elizabeth Fjellerup has a masters (Cand. Merc.) in international business from CBS.

Career - Since 2012 she has been employed in Nordea and has during the last year been marketing director with the full title of Group CMO, Head of Group Marketing & Marketing Centre of Excellence. Through her career in Nordea she has always had executive positions.

- She began her career in Dallas as a business developer in the European technologies’ corporation. Since then Elizabeth has been Head of Nordic marketing at IFS AB and has worked seven years with marketing and sales in IBM, been a marketing director in Netop and the most recent position as Head of Global Online Strategy, Sales & Services in Telia.

Private life - She lives in Rungsted, north of Copenhagen, with her husband and three children.

- Elizabeth Fjellerup has a Chinese heritage with a mother from China and a Danish father.

- She has a great passion for animals. Her family and her have everything from walking stick bugs, rabbits, cats, dogs, guinea pigs and a tarantula. It has been a common saying that her house is thought of as a zoo, but she doesn’t mind, she just loves animals. Today she “only” has a pair of parrots, some budgerigars, a dog and two rabbits.

- Elizabeth is an avid sailor and is working hard to master the sailing techniques. The family owns a motorboat and a 40 foot sailboat that they use whenever they have time away from work.

- At the moment Elizabeth has the book “Sapiens” by Yuval Noah on her nightstand, but it has been there for a while she admits.

15

INSIGHT

Marketing top leader in Nordea after media storm: “We need to prove our worth to every single customer�

16

INSIGHT

- Nordea was founded in 2001 when four Nordic banks were fused; Merita Bank, Nordbanken, Unibank and Kreditkassen. All activities have since 2001 been under one corporation, Nordea which is a combination of the two words Nordic + Ideas = Nordea.

- Nordea is the third largest company in the north and is amongst the ten leading banks in Europe when measuring market value.

- Nordea is a universal bank with a wide array of banking services. In 2018 it had a collected revenue of 9 billion euros and collective activities at 551,4 billion euros.

- The bank is present in over 20 countries. The most prevalent being the four Nordic homes of Denmark, Finland, Norway and Sweden.

- Nordea is a financially stable bank and is therefore one of the few banks in Europe with a AA rating, which is the industry standard for ratings. Nordea Bank Abp is traded publicly in Stockholm, Helsinki and Copenhagen.

17

INSIGHT

CMO Magazine #2

2019

48-year-old Elizabeth Fjellerup had the task of maneuvering through the critical media reviews, while implementing a new digital transformation.

Focus is now on regaining trust for the bank.

It felt like sailing a boat under

maintaining a direction and speed

we get a smooth café latte and

construction while navigating

is a challenge,” says Elizabeth

cappuccino. I had expected a

everchanging treacherous

Fjellerup

very formal meeting in a meeting

weather.

room, but my expectations were I am proud that we can transform,

quickly put to shame. A very

That is how the metaphor is

digitalize and thereby secure

unformal and warm tone is clear

described by the marketing

the future of our business,

from the beginning and it is clear

director in Nordea, Elizabeth

while keeping the focus on the

that Elizabeth is not scared to talk

Fjellerup.

customers, Elizabeth says.

about the elephant in the room.

How negative publicity affected

A reality check is needed

Nordea and their marketing.

concerning the bank’s response

Elizabeth works as a CMO in

- To be frank, it has been a difficult

to the media. Some of the most

Nordea’s main office in Ørestaden

time because my colleagues and

penetrating cases involved the

located next to the DR City, when

I all work together every day, with

Panama-papers in 2016 and

she is not attending meetings in

a common purpose of delivering

tackling declining customer

Nordea’s other offices in Sweden,

amazing customer experiences.

satisfaction.

Norway, and Finland. The main

We want to help our customers

She has been navigating the marketing departments' activities

office is a modern glass building

make safe and beneficial financial

Especially the case about the

designed by the renowned

decisions and deliver those

Panama papers was a catalyst for

architect Henning Larsen. From

solutions to them. It is hard to

a plethora of public cases dealing

the ground floor of the building,

experience how the critical cases

with tax evasion. It has also been

we could see the building's

overshadow the work we are

an agitator for an intense change

transparent layout, providing

doing. It has been a sobering

in the company culture in Nordea

a view of the steady stream of

experience for the bank sector to

and leads to the bank investing

employees filling the halls of many

get a reality check and for Nordea,

billions in defense against financial

floors. By the entrance, you are

it has been a great catalyst for our

crimes.

greeted by a grand bronze statue

transition and development," she

and reception where we were

says.

- We are entering a very

given our access cards.

Proving our worth to customers

unique time with great internal transformation and added

Business people with rolled-up

focus from the media. It can be

dress shirts walk by and I find

She admits that critical media

compared to sailing in unreliable

myself underdressed in my pink

cases have been one of the biggest

weather where the waves

sneakers. Elizabeth Fjellerup

challenges for her as an employee

come crashing in over the boat.

greets me in the foyer and leads

and marketing responsible at

Under those circumstances, just

me to the impressive café where

Nordea.

18

INSIGHT

CMO Magazine #2

2019

- We are very sad about the

managing positions on her

advertising for many years

situation, but at the same time,

resume, for example in the IT field

Nordea has now started several

we see it as an opportunity to

as a Nordic Executive Marketing

campaigns.

renew ourselves. We keep telling

Coordinator at IFS AB. She has

ourselves that our daily contact

also worked for seven years with

We have looked into the reactions

with the customers will show that

marketing and sales in IBM and

from our customers from doing

you can trust Nordea as your bank.

has been the marketing director in

the marketing, while these things

We need to prove ourselves to

the software company Netop.

are going on in the media. They

every single customer and do so every day.

1500 employed in compliance and supervision The strategy in Nordea today is to be as transparent as possible and to get involved in the general improvement of the financial sector. Today the bank has over 1500 employees, that focus solely on battling financial

"Digitalization and meeting the customers’ demands and expectations are always changing."

crimes. Furthermore, Nordea has

are actually receiving it very well as long as we create good and relevant marketing and do not spam the customers with irrelevant ads. We are getting a great response and that helps to level out the critique coming our way, she concludes.

I am very picky when it comes to marketing, she explains.

I fell that ads often can seem invasive, annoying, irrelevant and disturbing. That is something I am

invested in more sturdy IT-systems

Customer focus, first and

and procedures that monitor

foremost

suspicious transactions. In light

not a fan of.

On the other hand, we have

of the case with the Panama-

Shifting from telecommunications

experienced success with many

papers, the bank decided to

to the bank sector is a decision she

both small and big actions. That

close its branch in Luxembourg

has not regretted.

is really motivating when our

and changed its strategy for its

marketing efforts result in a

activities in Russia. All to minimize

I really find it exciting to be

positive perception of Nordea. The

risk and benefit the fight against

employed in Nordea. The first

more the customers use us the

money laundering and other forms

year I was here I thought: “What is

better they like us. So, we basically

of financial crimes.

going on here?� she recollects with

need to aim for a general boost

a smile and continues her tale.

in activity. In that way, marketing

Costumers are at the center of

helps customers and communities

attention in everything we do.

Back in 2012, it was a completely

gain trust in Nordea - and big

Many customers are worried about

different Nordea. A very old-

banks in general, Elizabeth says

the stories in the media. That

fashioned company. However,

is why we have had to employ

Nordea has implemented huge

a strong strategy to establish

changes and that has modernized

trust. Elizabeth also mentions

and digitalized the business.

In Nordea, we work with an agile

that they have chosen a clear

The customer focus which has

method, which means that we

communication strategy to

always been at my core is all-

implement shorter sprints rather

create transparency, engaging in

encompassing and that suits

than a long rigid plan. Elizabeth

dialogue and owning up to the

me very well, Elizabeth says. She

Fjellerup shows me the fourth

mistakes from the past.

also points out that the bank is

floor, where the marketing

modernizing its old IT systems,

department is located. Here the

Elizabeth Fjellerup was

that were the root of a lot of issues

walls a plastered with whiteboards

headhunted for Nordea in 2012

before.

and with small colored post-its

from a position in Head of Online

For the next two years, she aims

used in the method.

Sales & Service at the telco Telia.

to follow the goals set forward

The agile method makes it

Besides that, she has several

now. After not doing any major

possible for people to work in small

19

Agile work environment

INSIGHT

- Through many years I worked with marketing in a way, where I had a yearly budget - and maybe even a five-year budget - which I made a plan from.

A strategy would be made, and then it was just about working on. So I would usually divide the money into different areas, and we would bring different activities to life.

I've run with this model in many years and I still do it in some areas. But in some way, this model doesn't seem as ideal anymore in a digital world with constant change.

We have been through an exciting journey - both in the marketing department, internally at Nordea and in the bank sector generally - and we have reorganized many things to meet new demands and needs. So I would like to share our experiences and hopefully, it will inspire others.

Elizabeth Fjellerup

20

INSIGHT

CMO Magazine #2

2019

teams across the organization and thereby having a fast reaction to the market and customer needs. At the same time, the marketing budgets are allocated continuously according to their needs.

As a marketing manager in the old world, you would usually have a yearly budget and maybe even a five-year budget. From the very start, you would then have to make a plan of how the money should be spent and on what activities. That was the way we did it for many years. If we are to communicate at the right time and in a relevant way with the customers, an agile method is required, to deal with the fast pace of today’s world, Elizabeth says.

When you work with the agile method and to some extent with short term solutions, how do you maintain longterm strategies?

- Yes, it is about maintaining a balance.

Three pieces of advice on how to achieve success as a top leader in marketing 1) Find a goal and go for it.

We have certain focus areas that we work strategically with. That include strategies like sustainability and social responsibility, which we plan and work with long term. However, many of the goals are very short term because of the fast pace.

- Digitalization and meeting the customers’ demands and expectations are always changing. We are expected to meet those challenges today – not tomorrow. If we were in a different sector than the bank sector, that has to experience intense development, it would probably be easier to be more strategic and have a longer-term vision. It is hard to predict the future, so we are focusing on the customers’ needs right now. It is the customers that determine what we will do in the future.

21

2) Be brave and celebrate your failures.

3) Be sure to always be delevoping.

How Telenor Dialed Up Its Late-Mover Advantage QUICK TAKE One of the team’s first realisations was that many businesses lean too heavily on technology without rethinking the way they work.

By bringing in Christian Roth to oversee its IT operation, Telenor injected a much-needed dose of commercial acumen into its technology development.

Where Telenor previously worked with a media agency for all media planning and buying, it has taken most of these processes back in-house.

There is a commonly held belief that to disrupt an industry you

want to catch up—we want to be better and more relevant than

need to be a first-mover. However rolling out a new service

what’s out there, and that requires more agile ways of working

before the competition is no guarantee of success. Spotify, for

across our organisation.”

example, was hardly the first music-streaming service to go live, but it succeeded by using its late-mover advantage to survey what

Telenor also understood that it wasn’t just competing with other

was available on the market and improve upon it.

telecom providers. Sweden is one of the world’s most advanced economies when it comes to digital services. The government

This late-mover advantage is now beginning to pay off for

even launched a digital strategy in 2017 to champion digitalisation

established businesses as well. With the opportunity to buy more

on a national scale.

advanced technologies, learn from the mistakes of others, and work with experts who have been there before, they are investing

For their part, Swedish citizens have a healthy appetite for digital-

in strategic transformations to leap-frog the competition in their

first experiences and a great deal of trust in digital services.

own right.

“People in Sweden are ready to pay more for better services, This is certainly the case for Telenor, one of Sweden’s leading

but expectations are high. It is important to realise that their

telecommunications providers. While its competitors invested

expectations are rarely set by our competitors but rather by

in new technologies and service capabilities to keep up with

the latest digital experiences that they interact with each day.

customers, Telenor’s digital offering was falling behind. That is,

These may be with their mobile payment provider, their bank,

until two years ago, when the company embarked on a major

or services like Spotify and Netflix,” Thrane said. “Instead of

initiative to modernise and adopt a data-driven approach to

comparing ourselves to the competition, we need to ask ourselves

delivering customer experiences.

how companies like Google or Amazon would develop these services. That’s our benchmark.”

A Unique Vantage Point Led by CMO Christian Barrou Thrane and CIO Christian Roth, Telenor saw a unique opportunity to learn from early disruptors and apply those insights to its own journey. As Thrane explained, one of the team’s first realisations was that many businesses lean too heavily on technology without rethinking the way they work.

“Coming from behind, we knew that we had to do more than invest in the latest technology. We needed to be better at leveraging the technology,” he told CMO.com. “We don’t just

Continue reading on page 31

INSIGHT

Vice President, Global Head of Business Development & Marketing at Maersk wants to solve real issues: “It is no longer interesting to producing just another campaign which may be forgotten�

23

INSIGHT

Louisa Loran

VP, Global Head of Business Development and Marketing at A.P. Møller - Maersk 41 years old Education - Louisa Loran has a bachelor’s degree in International Business, Intercultural Communication and Marketing from Copenhagen Business School.

Career - Louisa Loran started working as Vice President in A. P. Møller - Maersk in 2014 as Global Head of Business Development (incl. Maersk’s digital business’, eCommerce Twill, a company offering logistics for smaller customers) & Marketing.

- For the majority of her career Louisa Loran has worked for the multinational alcoholic beverages company, Diageo, where she through 12 years has gotten a great understanding of and experience with international brands.

- She started in 2002 as Business Manager for Moët Hennessy and quickly rose through the ranks to positions such as Head of Marketing, Category Director and Marketing Innovation Director.

- Louisa Loran has more than 15 years of global experience in leading B2B & B2C companies, mainly through customer centricity, digitization and change as well as holds board positions.

Private life - Louisa Loran was raised North of Copenhagen but has also lived abroad with her family both in England and the US where she went to school.

- In her spare time Louisa Loran loves to spend time with her two sons who are at the ages of six and nine.

- Besides spending time with her two sons, Louisa Loran enjoys dancing. When dancing, she is able to clear her head and it gives her new energy.

24

INSIGHT

- A. P. Møller - Mærsk also known as Maersk is a Danish business conglomerate with activities in the transport, logistics and energy sectors.

- Maersk has been the largest container ship and supply vessel operator in the world since 1996.

- The company is based in Copenhagen with subsidiaries and offices across 130 countries and has around 88,000 employees.

- In September 2016, Maersk Group announced splitting into two separate divisions: Transport & logistics, and energy.

- The company's 2018 annual revenue was US$39 billion.

- Maersk was founded in the year 1904 by its co-founders Arnold Peter Møller and his father captain Peter Mærsk Møller.

- CEO at Mærsk is Søren Skou.

25

INSIGHT

CMO Magazine #2

2019

Louisa Loran is a visionary superwoman who is currently helping with the transformation of the largest shipping company in the world.

Since she was a little girl, she has always aimed high and had a global curiosity. If you ask her, you should always aim for a 10 – and remain humble on the way.

It has been a few years since A.P.

transformation at this scale

her colleagues have sent out

Moller - Maersk decided to put

possible change needs to be

numerous videos and broadcasts

the customers at the heart and

incorporated in to the work force of

to tens of thousands of people

coined their vision to connect and

more than 80.000 employees.

and has been standing on several

simplify customers supply chain

stages telling the same story over

by becoming the global integrator

The expression “All the Way” has a

of container logistics. It is a long

double meaning as it also refers to

journey, but some important steps

the length to which Maersk will go

- It’s been a huge change

have been taken and it is now time

to solve the customers’ challenges.

management journey presenting

to reposition the brand to suit the ambition and future needs.

and over again.

the strategy to our colleagues - Right now, is a very interesting

around the world. At first, you

time for me and for Maersk, Louisa

talk with eight people around the

Therefore, as a key phase of their

Loran says excitedly and proudly,

management board agreeing on a

transformation - through the

and goes on to explain the long

direction, then the next 50 leaders

restructure of the organization and

journey of the transformation,

who will internalize the change

through the launch of their global campaign ‘Maersk All The Way’.

internalize the strategy then the - Three years ago, we announced

next thousand employees and

the new strategy and last year

ultimately you provide a broadcast

This was a huge turning point

we restructured key parts of the

for 80.000 people which you’ll

for Maersk, and for Louisa Loran,

company so that we are now

repeat again, and again, and again.

Vice President & Global Head

better placed to also offer end to

of Business Development and

end logistics on top of the business

Changing the strategy has not only

Marketing, who has been at the

today.

meant development of end to end

forefront of driving the customer

services, but also incorporating

focus and now the repositioning of

At the forefront of market, the

new cultural aspects inside the

the brand.

gigantic transformation stands

world leading shipping company.

41-year-old Louisa Loran. In - It’s not only a big change

the months prior to the brand

- It was very important to us that

in strategy, but to make a

repositioning launch, she and

we had enough ‘proof points’

26

INSIGHT

CMO Magazine #2

2019

to walk the talk internally. From

of Business Development and

came true as she landed her first

now on, we need to think more

Marketing at Maersk, Louisa

job as business manager for Moët

customer-centric, be more agile,

Loran applies her global curiosity

Hennessy. In a big laughter Louisa

be willing to fail and of course still

and international experience to

Loran explains how funny she

have focus on results.

facilitate shipping and logistics in

thinks it sounds looking back at

an industry that affects 90 percent

her 13-year-old self.

Global curiosity and international

of world trade.

experience

- I always knew I wanted to work - It is crazy to think about that

in an international company,

Even though her last name has

90 percent of every object in the

and I always had big dreams of

an international ring to it, Louisa

world has been moved from one

challenging jobs. I know it sounds

Loran is Danish to the bone.

place to another. Maersk is market

very “aparte” to have those kinds

But the Danish background

leader in terms of both volume,

of dreams at such a young age,

aside, Louisa Loran has always

innovation and transformation.

but nonetheless, those were my

looked for adventure in new

So, when I sit here and change

aspirations.

territories. Figuratively - but also

a company it has an enormous

geographically speaking.

impact on people around the

Already in her first position, Louisa

world. That is motivating and

Loran revealed her visionary and

super exciting.

ambitious business approach. As

- I’m sorry to disappoint you, she says with a big laugh, referring to her, in her opinion, nonexotic Danish heritage.

- I’m 100 percent Danish. But in fact, I’ve lived overseas for about five years during my childhood and went to school overseas, so my background is not only Danish.

My parents, sisters and I moved to England where we lived for three years and after that, we moved to the United States. Since then Louisa also worked abroad for 8 years of her career in Amsterdam, London and New York.

To be raised with a father who

"It is crazy to think about that 90 percent of every object in the world has been moved from one place to another"

held international positions and to have grown up in foreign

sales and marketing responsible for Moët & Chandon, Hennessy & Dom Pérignon at Diageo, she more than doubled the size of Hennessy and delivered an 80 percent profit increase on Moët & Chandon in less than two years.

- It was a newly created role with the purpose of seeking out Moët Hennessy’s potential. After one and a half years, Moët Hennessy decided to establish itself as a separate business unit in the Danish market and hired fifty people to run the business.

One great performance at Diageo led to another. Louisa Loran

Passionate and visionary

countries Louisa Loran quickly

quickly took on new adventures within the alcoholic beverages

got the feeling that she too,

Having to develop and bring to

industry where she transformed

wished to spread her wings on an

market the strategy for Maersk

the marketing tactics for the

international level.

does not scare Louisa Loran -but

Scottish Whisky brand Johnnie

she very much respects the huge

Walker.

- I think it’s a personal aspiration

task of this transformation. She

I have from my father who always

has always been visionary and

- I had the full ownership of

worked in international companies

aimed high. In 7th grade she

creating a new Johnnie Walker

and from travelling a lot as a

wrote a school paper about her

campaign within the ‘Keep

child. I remember always having

dreams of becoming a business

Walking’ campaign series and

international aspirations.

manager in a quality brand global

also phasing out traditional TV

company. About ten years later,

marketing in order to increase

as only 23-year-old her aspirations

the digital presence in 37

As Vice President, Global Head

27

INSIGHT

Three pieces of advice to get success as the role of a marketing leader 1) Think enterprise. Think of the company.

2) Use your marketing effort to create a company vision that both customers and employees would like to be a part of.

Show what amazing looks like and be dedicated and perseverant in getting there.

3) Lead from behind or lead form the side.

It shouldn't become a crusade it must be a matter of enabling the entire organization to reach what you want.

28

INSIGHT

- The digital topic is very important.

I believe there are many who underestimate how important the bond is between those who have marketing skills and those who have tech skills.

My remit spans across marketing, eCommerce as well as running our digital business. These two skills together are important in a company such as Maersk.

- Louisa Loran

29

INSIGHT

countries. We got a much better

solve issues for other people.

understanding of market needs and how to develop on the

Listening to Louisa Loran talk

Johnnie Walker brand.

about her career in hindsight,

"I wanted to make real changes.

Something that would solve issues for other people"

there is no doubt she is grateful and humble for the people she has met on the way.

- I am incredibly lucky to have been surrounded by people who have listened and given me great opportunities. I am grateful and proud to always have had teams that create results bigger than what they think is possible. I strongly believe in people which is why I also challenge and support them in dreaming big.

Louisa Loran cemented her visionary mind in Diageo and

- Always shoot for a 10, she says.

paved her way up the career ladder. Finishing her twelve and a half years at Diageo as Marketing Innovation Director for all Diageo brands in Western Europe, she started looking for new challenges.

- I talked to many companies where Marketing was more at the core, but to me it was no longer interesting to produce campaign number 117. I wanted to make real changes. Something that would

30

Breaking The Leadership Mold

priority and tackled by the best minds

Doubling Digital Sales

For most outsiders, Roth might seem

from across the organisation.

While Telenor’s transition to digital

an unlikely choice for CIO, having

service is not yet complete, the telecom

previously led Telenor’s consumer mobile

“We knew that if we didn’t crack this now,

operator has already seen its digital sales

department. However, Telenor felt a

we would not be competitive in three

double and anticipates more growth

fresh perspective was crucial to driving

years, so we handpicked a team so strong

to come. Roth and Thrane attributed

collaboration and alignment between

they could be running our business,” he

this success to having more control

marketing and IT, which is where so

said.

over processes, improved collaboration

many transformation projects fail.

between teams, and a more strategic Telenor also brought in experienced

approach to technology.

“There’s no point asking someone with

talent to help guide its transformation

a traditional background to lead your

strategy. For Thrane, this was another

Where Telenor previously worked with

team when you want to do something

valuable form of late-mover advantage

a media agency for all media planning

completely nontraditional. It defeats the

for the company. These people had

and buying, it has taken most of these

purpose,” Thrane said.

been part of transformation projects at

processes back in-house. Using a media

other organisations, and Telenor had the

mix modelling system, the team can now

By bringing in Roth to oversee its IT

opportunity to apply their learnings and

better understand how their spend is

operation, Telenor injected a much-

“do it right from the beginning.”

performing across media channels and be

needed dose of commercial acumen

more agile in adapting their approach for

into its technology development. It also

“Don’t underestimate the power of

empowered employees to broaden their

working with the right people when

thinking when developing new services.

driving a significant change,” Thrane

Telenor has also brought elements of its

said. “We brought together a strong

content creation in-house, using tools

The collaboration between marketing

internal team that knew our business and

that make it possible for creative teams to

and IT teams doesn’t end there. Decisions

complemented them with some anchor

easily collaborate with marketers, product

about which technologies to invest

hires–people that brought valuable

teams, agencies, and virtually every player

in and how to develop new customer

experience and functional capabilities

in the content supply chain. Instead of

experiences are now made collectively.

that we did not have internally.”

weeks, Telenor can now roll out new

As Roth told CMO.com, “You won’t

maximum impact.

campaigns in just days.

succeed if you just have one team ‘asking’

Simplify, Then Build

and the other ‘doing.’ Real collaboration

The first step for Telenor’s digital

This approach reflects the operator’s

is about discussing, understanding, and

transformation at an operational level was

wider ambitions with technology.

doing—together.”

to strip down and simplify its processes.

As Roth put it, “We have moved to a

The transition from analog systems to

digital-first mindset. Instead of buying

Handpicking A Dream Team

digital technologies and analytics is a

new technologies and then thinking of

Change management and a strong

complex one, requiring a great deal of

how they can deliver value, we are being

commitment from within the business

discussion and internal adjustment before

more strategic, starting with a clear idea

were instrumental to the transformation.

the team could even touch the front-end

of the service we want to deliver, and

Change management is often the most

customer experience itself.

then investing in the right systems and

difficult part of a transformation project

processes to make that happen.”

because it involves asking people to

“We didn’t have a lack of opportunities

forget what they know and take on

for transformation and new services. In

The learnings Telenor has put into place

something completely new.

fact, we had too many,” Roth explained.

have set a robust foundation for its digital

“What we needed was clarity and

ambitions. By Roth and Thrane’s own

For his part, Roth was initially head

structure and to understand what was

admission, the operator was less focused

of Telenor’s Consumer Mobile

holding us back.”

on its front-end experience than it should

division, before becoming the head of

have been and fell behind as a result. But

transformation to drive a new direction

Telenor had seen too many companies

with a clear roadmap for change, and the

of the consumer transformation. He

forego this first step and rush to build

technology mix to match, this mindset is

then stepped up to the CIO role to lead

complex new capabilities on top of their

changing quickly. Telenor may not have

the operator’s IT division, joining the

already complex processes. “This is a

been the first mover to go digital in the

new team as a core driver behind its

recipe for disaster,” Roth added, “and one

Swedish telecom market, but it has put

transformation.

we absolutely wanted to avoid.”

itself in a position to be the best mover going forward.

As Thrane explained, projects like this only work when they are treated as a

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INSIGHT

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twoHundred Denmark ApS info@twohundred.dk / Kalkbrænderiløbskaj 6A, 2100 København Ø

Magazine #2

2019