Strategic projects are inherently political in nature, as different interests and considerations must be weighed against one another, requiring decisions about what to prioritise and what to leave out. Strategy development and implementation must be considered as an integrated process. One of Ole’s key sources of inspiration is Roger Martin, who recommends that a strategy process should address the following questions: 1. What is our “winning aspiration”? 2. Where will we play? 3. How will we win? 4. Do we have the necessary organisational capabilities to achieve our strategy? 5. Where should we focus our efforts first? These questions must be addressed at all levels of the organisation. A well-designed process will ensure commitment to the strategy, making its implementation easier.

Operational Efficiency: Just like people, every organisation develops a set of habits that influence its behaviour. These habits are based on assumptions and experiences that need to be reviewed regularly to ensure they remain aligned with changing expectations from both external and internal stakeholders. There are many methods that can help facilitate this process. Lean, benchmarking, organisational analysis and the development of communities of practice are examples of methods that Ole has applied in his work.

Since 1977, approximately 90% of Ole’s consulting assignments have been for organisations characterised by a high degree of professional specialisation and political governance, including:

CBS, Roskilde University (RUC), the University of Copenhagen, Aarhus University, the University of Oslo, Statistics Norway (SSB), University College Copenhagen (UCC), University College Zealand (UCSJ), the Danish Cancer Society, the Danish Ministry of Economic and Business Affairs, the Danish Ministry of the Interior and Health, the Danish Energy Agency, Copenhagen Energy, the Capital Region of Denmark, as well as municipalities throughout Denmark, including Tórshavn and Nuuk.