A Direction for What's Coming

Working with the leadership of major corporations and government institutions, we have brought many complex initiatives to fruition. What are your most important challenges yet to solve?

This is our high-level strategy page, with development potentials suitable for societal development, business culture development and strategic directions. ​

​The Societal Development Model is a highly powerful tool to align ambitions for the development of organizations, counties and societies.

For the first time, societal development is connected with the typical political associations and labels of our time. It shows that whether left or right on the political scene, what really matters is our core values and adult development. 

Harmonized with higher academia to stand the test of time, it is also simplicity beyond complexity. Carrying deep knowledge, it's a rich source of knowledge and understanding. 

Creating "Divinely Inspiring Societies" is a tall order, likely achievable with a conscientious and heroic effort over years and decades, with a maturing of the human psyche in general. 

Being truthful and zooming out to the higher potentials of the future acoming, most societies today are at level 8 at best, and hardly that with current forces working to pull us downwards the development levels. 

This model has value for strategists, politicians, leaders, journalists, researchers – those caring about societal development at large. To arise, we need to call out what in your own society leads us in a downward spiral, rather than upwards. Being conscious of how development decisions lead to certain outcomes, is awakening. Yes, it's time to wake up from our collective slumber, kept in place by we the people, our politicians and media.

The 5 Keys to Healthy Leadership is a short-list of qualities and values suitable to uplift organizational cultures and leadership especially. That's a great start, beginning with ourselves. 

The Futuristic Wisdom Economy (WEMY)

The current state of affairs across the planet is clearly not sustainable. We overreact to threats, consume far too much resources, and the necessary cleaning of our suffocating oceans has just begun. Further, the distribution of wealth is too tall, and we ask for trouble not addressing this and other major issues at play. 

The least we can do is addressing how we run our own businesses and organizations, towards more sustainability for the wellbeing of all.

​Welcome Wisdom Economy, a solution for the future which is with us right now. It encompasses sustainability for the planet and profit in the same breath. Looking at other major economy model initiatives, it's the most comprehensive. It's currently being rolled out by several of our clients. 

WEMY for Your Company

To implement WE, we facilitate the process for the leadership group to experience the deeply inspiring work this is, to make it work just right for your organization. To implement, there is a process for the leaders and an app for all.

Wisdom Economy covers the bases like nothing else we've seen. To prepare the facilitation of such comprehensive change processes, now delivered to multiple clients, we ventured to Iceland, for a cutting-edge knowledge development exploration. Together with 20 multi-disciplinary thought leaders from every continent, we explored how to apply the Wisdom Economy framework to create the most valuable applications for humanity's future.  
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WEMY is a comprehensive blueprint to inform any organization of size. It configures 10 capitals, 4 types of impact around 4 bottom-lines. It also enables multiple levels of perspective taking and enquiry of any number of evaluation metrics. 

​The figure below articulates impact using metrics for ten types of Capital and how those contribute to the four bottom lines, or 4P: People, Profit, Planet and Purpose. ​

Wisdom Economy (WEMY) framework – Ten Types of Capital.

In the current complex and volatile global environment, it's no longer enough to measure impact or even have more impact. Rather we need to ensure that  we take all relevant factors into consideration and thus ensure having significantly transformative impact to meet the needs of all stakeholders and society at large. What we measure thus becomes all the more important to know. 

​In 2011, The International Integrative Reporting Council (IIRC) began a multi-year global initiative to develop an expanded model of Capital. They identified six Capital that should be included in an Integrated Report. Sean Esbjörn-Hargens (PhD), the creator of Wisdom Economy and an associate of ours, has re-imagined the notion of capital even further, combining the knowledge from all the recognized financial models and now offering a model to enable more consciously chosen strategic plans and bottom-line financial goals. 
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His conferences and customer keynotes deliver on:

• Theoretical principles.
• Corporate case studies utilizing the framework.
• How to develop a project in your domain, exploring how to apply this Eco System to your Boardroom and Executive space.

Wisdom Economy is a significant Strategic Enabler to build and support thriving organizations, communities, and societies by expanding the notion of Impact, Capital, and Bottom Lines. It critically identifies the important ways these aspects are enmeshed and co-creating within any eco system. ​

Understanding these relationships enables strategists to design Wisdom Economies that cultivate and track multiple forms of value in a way that preserves the wholeness of people, organizations and other system elements. ​

Let's talk about how you could benefit from using this comprehensive framework to start transforming today's corporate economy towards the new truly sustainable and future-embracing way of running our economy. ​

Setting Course & Speed

The word Strategy comes from the military and means an overall plan on how to win the war. The best military strategies are still those that help us win the peace whilst avoiding bloodshed. Here is a client case reflecting our work.

As senior military strategist, our CEO crafted a strategy that helped prepare the nation of Norway for what was coming in new threats,  realities and opportunities, to improve national security. This strategy broke through a stalemate that was keeping the military looking backwards, by painting a believable future. The work also reached out to other national security agencies, and initiated a strategic agency collaboration for the first time. 

The officially main voice in assessing longterm military strategy said:

This is the most essential document on the future of our military, and I'm honored to deliver the official feedback to it. There are two completely different mindsets in this long-term strategy and that's a challenge.

​One chapter, 'Development Trends', compellingly describes a future to believe in, while the other chapters seem aimed at holding on to what is. A choice must be made.

The mentioned chapter is a highly visionary and futuristic plan which should guide the direction, course and speed of our military.

Military-Political Landscape Change

To strategic insiders, the Norwegian military was a top-heavy organization which was about to become even more so, as a plan for base-closings was on the way.

​Stepping in for a Major General, I was given the job of "Criticizing the New Defence Strategy" as one of three keynote speakers on a military-political panel with the upcoming Chief of Defence on my left, Sverre Diesen, and the then Chairman of the Defence Committee on our national assembly on the right, Hans J. Røsjorde. I was prepared.
    Gen. Diesen presented the strategy, reducing the number of bases to focus military might. My turn, I supported the plan, pointing out what was missing, a likewise reduction of the swelling top. Describing the current operational strength and weaknesses of our military, speaking as the Chief Exercise and Training that I was, I suggested an organizational transformation in replacing "Headquarters Defence Command Norway" with what became an unquestionable transformational change, the new "Integrated Strategic Leadership" (HQ) of the Norwegian Military.
    Organizational idea & concept was followed by innovative architecture – in tune with the original idea of combining tradition with modern – to create something wellworking for our time. The audience of officers, soldiers and politicians, welcomed the idea with resounding appreciation.
   Other players were naturally afraid of political interests overpowering military knowledge and core abilities, too early in any decision making process. Valid point. Later changes moved in that direction, unfortunately. 
    A better balance between the number of soldiers in the entire defence organization, and the number of people at the top, was a core success factor realized. 
     The new HQ reflects the architectural combination of tradition and modernity by design, adding glass & steel construction elements to old brick storage buildings now serving a higher-level purpose.

Now an inspiring work environment and co-location, it delivers closer co-operation and a more cohesively working military-political headquarter.
    A recheck and further development of the organization in tune with changing times, will empower military ability and thrive. The military-political landscape is a powerful one, where transparency and governance has further potential.

SKÅL!
​Meeting up in Kuala Lumpur, this honorary bureaucrat of the Norwegian Ministry of Defence took a break between official duties for a conversation with our CEO, celebrating successful joint efforts some years earlier.

​A rich conversation, we discussed current world and defense developments, also touching upon the observation that the industry of "Security", as it is labeled, is growing quite substantially.