- My background is in civil engineering, where I learned to formulate problems and break them down into smaller parts. That knowledge and way of working has been very useful during my career, which has largely been about leadership in change, including as a project manager, program manager and for several years as a line manager.
- Yes, it is, it has its challenges, that's why it's fun! As much as a transformation on the surface seems to be about business, strategies and processes, it is in behaviors, competencies and attitudes that the changes need to happen.
- Yes, I think that description is accurate. Most of us want to understand why we go to work in the morning. We want to feel that our job means something, so it's also important to understand why we need to change the way we work.
- No, I'm not particularly anxious and I don't think it's better to be a consultant, but rather that it's different. As a manager in a company, you have many other responsibilities besides managing change. One advantage of the consultant role is that there is less noise around your work on the change and you can focus on fewer things.
- Yes, but it's part of the role, you have to be prepared for it.
- I like to achieve noticeable results and a successful transformation leaves a clear imprint on the business and it is visible that you have done something. And, as I said, it can be easier in the role of consultant than in the role of manager in the organization.
- It's always nice to be recognized for an achievement, but that's not the most important thing. I see myself more as a conductor in an orchestra - my work should lead to the orchestra playing as well as possible. By the time I'm done, as many people as possible should have developed in their work. If they are dependent on me instead, then I have failed as a consultant.
- One of my main tools has always been to ask questions because the people I work with are the specialists in their work. What will be the result if we do this in this part of the project, if you get less funding, what are the consequences? And sometimes a little bit of jazzing outside the box can bring a new perspective.
- No, not that the goal itself cannot be achieved, but more often that the conditions are not in place. It may be a lack of money or a lack of support for this change in some parts of the company, and then it may not be a result of my efforts as a consultant.
- Yes, a few times, but it is more on the human level, people who do not do what we have agreed or tell untruths that interfere with the project work and do not behave as you expect in a workplace.
- To quickly understand new situations, to see what is going on, where have I landed, what is important. As a consultant, it is a great asset not to have to have such a long starting distance but to be able to quickly see what we should start digging somewhere to get results.
- In long-term consulting assignments, you get to be part of a larger part of the change journey, which is fun.
- It happens that I follow up on something, especially if it has been a major project. Thinking of one, where what we built up was still there and being used in the way we intended it to be at least 7 years later. That's a clear confirmation to me that we did something good for the company.
I have a one-year-old and a four-year-old at home, so the answer is no, it's mostly children's books right now. But one book I have managed to read is Klas Hallberg's "In the customer's shoes - Creating value from the recipient's perspective", which in a light-hearted but clear way reminds us of the customer perspective.
- I am completely unsentimental about that. I'm not addicted to my gadgets, you can buy new ones. It is the family that is important. But maybe I should still try to bring my well-fired Skeppshults pot, because I don't want to replace it.
Stockholm HQ
Sveavägen 33, 5tr
SE-111 34 Stockholm
Malmö
Nordenskiöldsgatan 24, 2tr
SE-211 19 Malmö
Helsingborg
Henckels torg 4, 1tr
SE-252 25 Helsingborg
Copyright © 2025 · Anchor Management Consulting · Integrity policy