Insight &
professional depth

How much sales is your business missing without knowing it?

Most businesses know how much they sell. Far fewer see where sales opportunities disappear along the way. Sales Flow Check 2.0 gives leadership structured insight in about 10–12 minutes.

Why do so many good ideas never become lasting value?

Innovation often stalls between idea, pilot and market. From Skalar at Mesh: risk appetite, relay and iceberg, problem before technology — and three questions leaders should carry with them.

Improve the way we work – or rethink it?

Organisations spend a lot of time finding better solutions. The harder question is how far work needs to change – and whether we are optimising something we should no longer be doing.

AI reveals how well the organisation really understands itself

KI Norge Dialog focused on AI-ready data. Yet the day points to something broader: how well the organisation understands its data, concepts, processes and decision basis — and its ability to turn that into practice.

When has the organisation actually learned?

Valuable learning in projects and with individuals does not automatically mean the organisation can do something differently next time. What matters is what leaves a trace beyond the single situation.

Better data. Better decisions.

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

When one mistake becomes the whole story

It is easy to support a team when everything goes well. The real test comes when someone makes a mistake — and the whole performance is reduced to that one moment.

You can rent the house, but we must own the plot.

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.

What the organisation has not yet seen

Organisations are often better equipped to measure what they already know than to discover what they do not yet understand. Weak signals can be the start of earlier learning — if observations are connected.

The greatest AI risk? Moving too slowly.

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.

A satisfied customer is not necessarily a loyal customer

Fast, good service becomes expectation, not differentiation. Loyalty is about preference, trust and moments of high relational value – supported by systems, not intentions alone.

From AI use to competitiveness

From TEK Norway and Arendalsuka — Tangen on AI tools and training, value realisation, trust and the shift from testing AI to industrialising it.

When the stage lights go out, what actually remains?

Summary after Oslo Business Forum 2026 – The Human Edge

A day after Oslo Business Forum (OBF) 2026: technology lets us do more – the challenge is understanding what is actually worth doing. Judgement, prioritisation and people at the centre.

I was only going to plan a party — it ended up as an AI platform for execution.

From party planning to an AI platform for execution — when coordination, ownership, decisions and finances belong together in one workspace.

When capacity increases, judgement becomes even more important

Reflections from day 2 at Oslo Business Forum 2026 – from team performance to Clarity

After day 2 at Oslo Business Forum (OBF) 2026: Ståle Solbakken, AI, customer loyalty and Seth Godin. More capacity is not the same as better decisions – and leadership matters even more.

From beach idea to AI platform

From holiday and beach to AI Transformation & Value Realization — a shared workspace for prioritisation, anchoring, implementation and documented impact of AI initiatives.

The more technology we get, the more leadership matters

Reflections from day 1 at Oslo Business Forum 2026 – The Human Edge

After day 1 at Oslo Business Forum (OBF) 2026: technology grows more powerful, but people, judgement and leadership do not become less important. Gary Hamel, transformation and AI in practice.

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.

Oslo Business Forum 2026 – The Human Edge

Commercial leadership, transformation and practical AI – expectations ahead of Oslo Business Forum (OBF) 2026

Oslo Business Forum 2026 opens with the theme The Human Edge. I look forward to discussions on AI, value creation, performance culture and how the leadership role is changing.

4 custom-built AI apps to find friction and prioritise next steps

Four custom AI apps for maturity, sales flow, teams and sales training — from friction between plan and practice to prioritisation and next steps.

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.

Ro! Ro! Ro!

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.

Fra data til beslutning

Virksomheter mangler sjelden data. Utfordringen er å skille signal fra støy, sette informasjonen i kontekst og gjøre den til prioritering, beslutning, handling og læring.

Where is value leaking in your business?

Rocket and NOVA on operational AI learning, DNB's learning loop and commercial differentiators — plus an SMB concept for concrete value creation.

From strategy to execution

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.

Do you have AI on the agenda, or in your hands?

Sopra Steria on product development and AI. Transformation competence, hands-on experience and the questions leaders must be able to ask.

CRM is more than a system project

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.

AI Agent 007?

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.

Sales leadership in practice

Good sales leadership is not just about activity, pipeline and forecast. KPIs show where to look; coaching and prioritisation determine what you do next.

When CRM becomes a teammate

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.

Harald V. Bib number 1.

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».

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.

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.

Finished, but just getting started

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.

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.

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 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

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.

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

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.

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.

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.

You inherit the team. You own the development.

The national team coach picks the squad. Most leaders inherit theirs — and must still own development, roles and results together with the team.

My first commercial with Generative AI. 🎥

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.

World-class performance is built together

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.

Final BI session in Generative AI for Business - this is only the beginning

The final in-person session at BI delivered both practical experience and strategic direction: building, leading and implementing GenAI in business.

We rowed together

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.

What is most interesting about AI now is what it does to the customer journey, workflow and availability

Reflections from the Econa event: AI creates value when connected to the customer journey, workflow and concrete needs.

What do you allow to become culture?

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.

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.

When pressure becomes leadership

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.

Kick off at Munch with AI Value Lab Oslo

Easter lunch at Munch: explore responsible AI where communication, expectations and security matter a lot - from strong emotions to visits to the dentist.

The green numbers are not the problem.

The business case looks good in Excel — but benefits often leak in operations. Good transformations start with the full reality, not just the curves.

We have now found a simple way to build AI competence in the organisation

AI competence is not built on courses alone, but in decisions and practice close to the core work.

Dad first. Coach afterwards?

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?

Tech breakfast: Now it's about what AI agents can do for business

AI agents create value when connected to systems, data and processes — with control, clear instructions and human in the loop.

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.

The AI ​​debate still runs in two tracks: hype vs fear

When the debate locks onto "hype" and "fear", it becomes difficult to see value creation in practice. It is adoption that moves operations.

People rarely resist change

People rarely resist change. They resist ambiguity, distance and low trust.

We have started something that I believe more managers should do

An informal community to build, share and challenge each other with AI — for real business value.

What motivates YOU and people in knowledge work?

Bonuses can drive activity, but quality, learning and ownership are more often built through meaning, mastery, autonomy and inspiration.

NOVA Day: Data first – always

I attended NOVA Day and got clear takeaways about data first, judgment and governance as a foundation.

Everyone agrees. Nobody does anything.

When strategy does not become behaviour: why agreement is not enough, and what is actually needed to succeed with transformation in practice.

When AI gives advice - who do we really trust?

AI doesn't remove human bias, it can amplify it. Reflections on how we interpret and use AI recommendations in commercial decisions.

I have written a lot about AI. Now I also want to write more about management, strategy and transformation

Two clear tracks ahead: AI, technology and future working life - as well as management, strategy and transformation in practice.

Is your commercial operating model rigged for 2026?

Reflections from iteam's breakfast seminar: AI as a new operating system, cyber security as a foundation and agents that actually do work.

This is how you build an organization where ideas turn into value

Reflections from Econa on innovation: structure, facilitation and culture that make good ideas actually turn into value.

When is a business AI-ready?

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.

Tennis and Management: Strategy under pressure

Tennis and management: Djokovic, Alcaraz and transfer value to working life – strategy and attitude under pressure.

I build AI architecture for decision support

How generative AI can structure complex issues and give commercial managers a better decision-making basis through AI deconstruction.

If Norway were a business - what would the management have to do now?

If Norway were a business: learning from Bech Holte about discipline, resource allocation and AI as a management tool.

AI judgment in practice – from prompt to context

Why context engineering – not just prompt engineering – determines the quality of AI responses in practice.

Your business may be well into decline - but you don't notice it

The Land That Got Too Rich: How Abundance Hides Decay in Business—and What Leaders Can Do Differently.

I decided to build – not just think about AI

From analysis to construction: reflections from the BI course and the prototype The Predictive Sales Coach.

What actually determines whether scaling is successful - and why people, timing and choices are decisive

What determines whether scaling succeeds: plan, life cycle, people and timing. From the webinar Scaling in practice.

AI, power, ethics and legitimacy – what does Nordic AI leadership require?

What does Nordic AI leadership require? About power, ethics, legitimacy and responsible governance.

After 2 years as National Sales Manager in Franzefoss Gjenvinning, I have chosen to move on

Completion as National Sales Manager in Franzefoss. Further to interim, consulting and investment in AI expertise.

Back at BI - and looking for a business to build AI value with

Back at BI: the master's course Generative AI for Business and the search for a business to build an AI app and implementation plan with.

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.

AI is not the threat in 2030. The skills gap is.

Competitiveness in 2030 will be determined by competence — not by AI as a threat. Perspectives from the WEF, McKinsey and OECD.

With reference to the article from ASD Group, Espen Hellman puts into words something very important for the sales profession

Espen Hellman and ASD: what sets the best salespeople apart - listen, be honest, take responsibility for progress.

AI governance in practice – five management measures that determine where the power lies

Five management measures that determine where the power lies when AI affects customers, discounts and priorities.

Capacity is built over time - and can be retrieved when relevant, in several arenas

Half marathon in Cairo and reflection on capacity: performance is built over time and can be retrieved in several arenas.

From coding in 1999 to AI revolution in 2026 - new website and new consulting company!

New website built with AI tools in two days - and launch of Marius Ottesen Consulting as a bridge between strategy and AI implementation.

Is it okay to 'shut up' as a leader - and what does that mean for psychological security?

Psychological security, clarity and anonymous criticism. Reflections from a lecture with Henning Bang (Econa).

When AI gains more power – what should managers actually manage?

When AI affects decisions: who is responsible? EDGE, 5A and governance as management's response to increased autonomy.

Oslo Business Forum 2025 – The Big Shift

Takeaways from Oslo Business Forum 2025: strategy, AI, management and human power. OBF 10th anniversary.

AI agents in practice – when, where and how they actually provide value

When do AI agents actually provide value — and when should you not? Practical criteria for managers.

Ready for two days of inspiration at Oslo Business Forum 2025 - The Big Shift!

Ahead of Oslo Business Forum 2025 – The Big Shift: expectations for two days of learning, reflection and networking.

AI agents - why many go wrong when they want to become more autonomous

Why many go wrong chasing autonomy: agents are about structure and responsibility, not just “turn on” autonomy.

Nice gesture by Visindi who ran a good and professional recruitment process
when I was headhunted to Franzefoss Gjenvinning AS!

Thanks Visindi for a good and professional recruitment process in headhunting for Franzefoss Gjenvinning.

AI agents – what they are (and what they are not)

What AI agents are — and what they are not. Clearing up the term and why it is a management topic, not just IT.

Did you know?!? It's all about ATTITUDE!

Quote of the Month: when the letters are counted, it is attitude that reaches 100%.

From insight to action – RAG as a bridge between AI and core processes

RAG as a bridge between AI and core processes: how businesses move from testing to real value creation. Example from sales.

Data, context and RAG – why AI without context is not intelligence

AI without context is not intelligence. Why RAG and the company's own data are prerequisites for mature AI use.

From pilot to scaling – why so many AI initiatives stall

Why so few AI initiatives scale even when the technology works. About ownership, process change and governance.

From tool to system – APIs, integration and manager selection

The value of AI only occurs when it is connected to systems and processes via integration — not as a stand-alone tool. APIs and manager selection.

From pilot to scaling – a practical recipe for managers

Five things businesses that succeed in AI scaling do right: ownership, process change, decision linking, governance and data.

AI in Norwegian businesses - from testing to value creation

Over half of Norwegian businesses use AI — but few have integrated it into core processes. The NHO report's message.

From Access to Agents - why many stop early

The framework The five A's: how AI is being used in businesses today, and why many stop earlier than they think.

AI feels new – but this is not the start of the story

AI is experienced as new, but is the culmination of decades of development. Looking ahead to the framework The five A's (Access to Agents).

Everyone is talking about AI – but what are we really doing?

Introduction to a series on what AI actually means in practice — not just as a technology, but as a management and business discipline.

AI is not intelligent — we have to be

AI creates value only when we understand its limitations. Reflections from the BI webinar on when AI fits and when human judgment must take over.

It is fascinating how easy it has become to acquire AI expertise through completely new and modern methods

Recommendation of Google's learning universe for AI competence: Google Skills and Google Cloud YouTube series, with concrete modules to start with.

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.