Subject expertise, learning and communication have always been important parts of how I develop people, teams and organisations. I have previously worked on course development, sales and leadership training and team development, and apply the same approach in work on AI, transformation and commercial and operational development.
For me, communication is one of the most effective methods for my own learning: when complex topics must be structured, explained and made applicable for others, new connections and improvement opportunities also become clearer.
The articles are intended as reflections and practical perspectives for leaders and organisations working with growth, change, technology and execution.
Supported by leadership experience, further education and built AI projects, I have also initiated AI Value Lab Oslo — a cross-disciplinary initiative for practical AI value, learning and business-oriented problem areas.
Below you will find recommended reading paths and a table of contents by topic. Every article is described in more detail further down the page — with a teaser, image and option to read the full text.
Recommended reading paths
Choose a reading path based on role, need or interest. The articles are listed in recommended reading order.
For recruiters and employers
Get a quick view of leadership profile, commercial experience, team development, execution capability and how I combine leadership, transformation and practical AI.
Read about how data, sales leadership, CRM, strategy and the interplay between sales and operations can translate into better prioritisation and execution.
Here you will find each article with a short description. Read the full text directly on this page, or see my latest posts and discussions on LinkedIn.
Strategic leadership & transformation
09.09.26
The best commercial moves are made before you have to make them
Leadership invests in competence, ways of working and sales behaviour before the numbers force change. Commercial transformation happens when people start working differently.
Virksomheter mangler sjelden data. Utfordringen er å skille signal fra støy, sette informasjonen i kontekst og gjøre den til prioritering, beslutning, handling og læring.
Strategy does not create value because the leadership team agrees. It must be translated into priorities, accountability, workflow, competence, leadership rhythm and new behaviour – and ultimately results.
CRM does not create value because the system exists or fields are filled in. Value arises when people, information and workflow connect – and data is used for better customer follow-up and decisions.
Good sales leadership is not just about activity, pipeline and forecast. KPIs show where to look; coaching and prioritisation determine what you do next.
In the photo, King Harald wears bib number 1 on his chest. He was Harald the Fifth — yet for so many of us he was also one of a kind. A reflection on leadership, trust, community and «All for Norway».
The most interesting thing about AI this week has not really been AI
From this week's reflections — the difference between sending a message and creating a recipient, and why digital transformation is decided in the translation from strategy to everyday work.
HR does not need to own innovation — but HR can be decisive for whether it becomes changed practice and value
After the panel at HR-nettverk Bjørvika — what I took away on early involvement, prioritisation, AI as a means, responsibility and in-house innovation competence.
When AI meets HR — responsibility is not the opposite of innovation
Part 2 — I am an invited panel participant at HR-nettverk Bjørvika on HR as an innovation engine, and share some perspectives in advance on responsible adoption, governance and the balance between innovation speed and
HR should not own innovation — but HR can be decisive for whether it is actually implemented
Part 1 — I am an invited panel participant at HR-nettverk Bjørvika on HR as an innovation engine, and share some perspectives in advance on the gap between good initiatives and changed practice, learning speed and
When you as a leader do not own the entire value chain
Results are often created by actors outside your line. For commercial and operational leaders, the task is cross-boundary governance — and a shorter path from signal to action.
CNN asks how Norway creates world-class results — the answer lies in the system, not just the stars. Lessons from Norwegian sports development and what it means for performance culture in organisations.
The ro chant at the World Cup became a movement — and a picture of what good teams, clear direction and lasting culture can create long after the match itself.
Culture is rarely what we say we stand for. It shows in what we reward, tolerate and correct — and in how values are actually tested when something costs.
More pressure is rarely a sustainable leadership model. Commercial leadership is about results — but lasting performance is built in the space between clear demands and real ownership.
Motivation, trust and psychological safety at home and on the tennis court: when is it more important to be a dad than a coach — and what happens when your own ambitions overshadow the kids’ joy?
Psychological safety is not the absence of demands
Psychological safety is not the absence of demands. It is about making people safe enough to contribute fully — with clarity, respect and responsibility both ways.
Brains not included - and that is precisely why authenticity becomes the leader's most important advantage
In the age of AI, authenticity becomes the leader's advantage: write something that stands for something. Reflections from BI breakfast about CTRL+ALT.
From Digital Norway's Tech breakfast: Orkla on the flywheel for becoming data-driven, and the Norwegian Public Roads Administration's Risikokurve — machine learning that makes it possible to prioritise measures where
From Digital Norway at Arendalsuka — the Armed Forces' data-centric architecture, owning data versus replaceable technology, and why AI transformation is a leadership responsibility far beyond defence.
From a high-profile Digital Norway panel debate at Arendalsuka — Tangen and others on pace and productivity, the balance between critical judgement and offensiveness, and why leaders must test, play and build themselves.
From holiday and beach to AI Transformation & Value Realization — a shared workspace for prioritisation, anchoring, implementation and documented impact of AI initiatives.
When operations and commercial must be governed together
A COO conversation, early detection of friction and deviations — and why I built Control Tower as a concept prototype for operational and commercial governance.
The ro chant at the World Cup, top grade on the BI project assignment and completion of Generative AI for Business — rhythm, direction and teamwork towards real value creation.
Generative AI for Business at BI with top marks — now ready in the fight for the best minds: AI strategy, agents and practical value creation, and why the gap is growing between those who act and those who wait.
Breakfast at Knowit on AI and CRM: from passive dashboards to an active commercial decision layer — and why the gap between AI ambition and "current reality" is a leadership issue.
AI does not create value until everyday work changes
From AI Value Lab Oslo: interest and demos often stall in everyday work. For SMBs it is about the right use cases, rapid testing and practical value creation – we welcome contact to learn more.
This weekend I submitted my final project assignment in Generative AI for Business at BI. The Skøyenåsen Dental Clinic case: GenAI in the patient and customer journey through website, chatbot and booking.
The AI competence gap grows where experience is not built
Telenor and Equinor at Digital Norway's tech breakfast: two paths for AI adoption, high-value commercial workflows — and a formula that shifts the discussion from potential to execution.
When an AI project does not start with AI, but with a business problem.
Master's thesis case for Skøyenåsen Dental Clinic: GenAI value in the patient journey — illustrated with a comic summarising the implementation journey.
The real AI shortage: people with practical AI competence
Reflection on Erlend Rosseland Stokke's article in digi.no: the skills gap is about people with practical AI experience in production — and why AI Value Lab Oslo explores this in practice.
AI must become core competence, not a side project
Reflections from NOVA Consulting Group's breakfast meeting: why many organisations remain stuck in pilots — and what Elkem, Egde, Nordic Corporate Bank and Infra Group showed about AI in operations.
I made the film for The Predictive Sales Coach — and reflect on GenAI production, BI master's deliverables, and what this means for commercial content production.
Most people start wrong with AI - lessons from a real case
From AI Value Lab Oslo and a real dental clinic case: start with the business and needs — not with "which AI solution?" Website, chatbot and booking in the correct order.
Easter lunch at Munch: explore responsible AI where communication, expectations and security matter a lot - from strong emotions to visits to the dentist.
Many invest in AI, but fewer prepare the organization. A review of the four areas that determine whether a business is equipped to extract value from technology.
Strategy without AI is like looking backwards in the mirror while driving forward
AI is no longer a "nice to have" — it is a strategic necessity. Reflections from the Oslo Business Forum and the decision to enroll in the master's course Generative AI for Business at BI.
