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
WE PROUDLY INTRODUCE CMO BENCHMARK POWERED BY
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CMO BENCHMARK International 42%
AREA OF RESPONSIBILITY
Local 39%
for CMO’s Nordic 19%
Capability to deploy business transformation 55%
COMPANYCHALLENGES
Alignment and
CMO’s find most critical to address over the coming year
integration of technology 29% Attraction and retention of the right people 16%
48%
16%
35%
CMO’s who find it most
CMO’s who find it most important
CMO’s who find it most important
important to invest in
to invest in Process optimization
to invest in Technology over the
People over the coming year
over the coming year
coming year
*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.
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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.
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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.
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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
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“What specials are going on this weekend?”
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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.
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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.
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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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Magazine #2
2019