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We understand that the operations of your business must become more sustainable – different than before. The world is increasingly dependent on leaders who are not content with merely optimising the current state of things. Instead, they aim to enable a new way of thinking and doing in everyday life. Cooperation that crosses boundaries also creates facilities for crossing boundaries to new ways of thinking. Would you have the courage to imagine how to build a new bridge between people, strategy, and everyday practices?

It’s easy to catch yourself in the act of following learned routines that guide our daily lives and that our own thinking does not penetrate with enough criticism. Mental blocks are the greatest hurdle standing in the way of change, and they are exacerbated by time constraints. When things once considered impossible have become possible in principle, the issue is not to compare right or wrong choices, but our ability to conceptualise the order of the world and cooperation in some other way.

The most important thing in the adventure we call life is not the destination, but the journey –  how to traverse it without conflict and mind wars in such a way that we together understand the significance of change in a sufficiently similar way. It is our experience that the most successful journey of change in working life is a flow felt in the mind and the body, which we call inspiring work.

Cooperation is a strategic choice

The changes around us have a strong influence on how we perceive work, strategy, leadership, structures and productive forms of cooperation in the first place. Considering how strong dependency relationships are, we should be able to adopt a more comprehensive view into how the customary model of working is shaking itself free from the strong shackles of industrial society. We are still trying too hard to build growth strategies and hybrid models on old modes of thinking. An unsolvable equation can be seen as an experience that generates pain.

Successful organisations are built around an excellent reputation for cooperation, in which the trust in the cooperative relationships between people ensures the continuity of the organisation’s operations and the value of the organisational culture. In our experience, the “new we” thinking is the glue of a business in which a culture of cooperation shaped together is becoming a core skill of working life.


Technological advancement and automation have enabled a new kind of productivity. The growth in productivity achieved through digitalisation nevertheless has its limits without the simultaneous development of work. The most important growth in productivity is generated by the creative re-thinking of which only humans are capable. In other words, real leadership does not mean retracing old paths, but creating new routes in which the growth of a human being, business, technology and work are developed as a single functional whole.

Would you have the courage to imagine how

  • to halve the costs of a strategy process’s implementation time?
  • the participation rate of all stakeholders at the end of your strategy process gets as high as 97%?
  • to increase the value of the culture of cooperation by investing in your company’s customer, job and stakeholder satisfaction?
  • to build new skills, new organisational talent and your company’s attractiveness?
  • to exploit qualitative interaction in the right way in the targeting of your strategy?
  • to make use of familiar frameworks fit for strategy, such as the OKR framework, in ensuring maximum inclusiveness?

At its best, technology harnessed in the service of human beings can be a solution for clarifying the big picture, inquisitively reaching for the future. By taking advantage of cutting-edge technology, we have a chance to bring people closer to each other. Bits and pieces of information add up into a vision which, through structured and high-quality thinking, is apt to create vitality around it.


When we pause to think across boundaries together, we can quickly identify the blocks standing in the way of our strategic thinking. One of our findings is the stakeholder experience, previously limited to the silos of personnel and customer experiences. Why shouldn’t we actively aim to create the best possible ecosystem experience? By including the entire personnel, customers, owners and investors – in other words the entire ecosystem – in the strategy process, we can increase awareness and innovativeness exponentially.

We have asked ourselves whether the world can afford not to take advantage of people’s collective wisdom and the power of shared influence. Now is the time to break down the walls, the mental silos, and to replace hierarchies with a radical humanity, cooperation that crosses the customary boundaries and growing inclusivity.

What these transition points of work require from management in particular are a tolerance for uncertainty and the courage for increasingly broad-minded thinking. Join us in imagining how you too can get involved in building a new bridge between people, strategy, and everyday practices.

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