Telenor
THE CHALLENGE
How to better utilize competence and capacity across a global company?
Create an overview of Telenors expertise by making projects and virtual places more open. As well as making people, projects and communities easier to find across the entire group.
Telenor
THE CHALLENGE
How to better utilize competence and capacity across a global company?
Create an overview of Telenors expertise by making projects and virtual places more open. As well as making people, projects and communities easier to find across the entire group.

Understanding the value of communities and digital ways of work.
Telenors Way of Work program was initiated 2006 and concluded in 2010. It was based on the doctorate work from Jan Taug: “Intangibles and capital conversion in complex organizations”. Telenor was the main case in the dissertation. EVP Bjørn Magnus Kopperud was the executive sponsor for the program. Jan Taug, founder of JOIN21 was the program owner and lead the program as an employee of Telenor.Key question: How to better connect and put knowledge in motion across borders and measure developments and impact?
VALUE CREATION ANALYSIS
The network based value creation analysis from Taug’s work showed the organisation as a network. Telenor was implementuing a new vision and new values, and 200 managers were invited to a Telenor Management Meeting in Norway. Before the meeting they were asked who they go to: — before making a decision, — for information, — for expert advice. They were presented a networkmap of their relations, and the findings showed that very few was reaching outside their local organization. In the meeting they saw the global Telenor organization as a network for the first time. These insight was used to create a collaboration baseline. Central people and projects was identified and used to launch smart. Managers and workers was helped to use the new virtual workplace and to reach out across boundaries. Cross country and cross functional communities, projects, and innovators connected and started to drive new insights. Smart adoption saves money, boost interactions and drive value.

Understanding the value of communities and digital ways of work.
Telenors Way of Work program was initiated 2006 and concluded in 2010. It was based on the doctorate work from Jan Taug: “Intangibles and capital conversion in complex organizations”. Telenor was the main case in the dissertation. EVP Bjørn Magnus Kopperud was the executive sponsor for the program. Jan Taug, founder of JOIN21 was the program owner and lead the program as an employee of Telenor.Key question: How to better connect and put knowledge in motion across borders and measure developments and impact?
VALUE CREATION ANALYSIS
The network based value creation analysis from Taug’s work showed the organisation as a network. Telenor was implementuing a new vision and new values, and 200 managers were invited to a Telenor Management Meeting in Norway. Before the meeting they were asked who they go to: — before making a decision, — for information, — for expert advice. They were presented a networkmap of their relations, and the findings showed that very few was reaching outside their local organization. In the meeting they saw the global Telenor organization as a network for the first time. These insight was used to create a collaboration baseline. Central people and projects was identified and used to launch smart. Managers and workers was helped to use the new virtual workplace and to reach out across boundaries. Cross country and cross functional communities, projects, and innovators connected and started to drive new insights. Smart adoption saves money, boost interactions and drive value.
Realize change is needed and use network insights to improve
Managers need to understand the relations within the organization and help workers improve and utilize their networks.

KEY POINTS/DISCOVERY
- Network analysis show isolated units and expert networks
- Connect vision and values to new ways of work
- Big appetite to work across divisions and borders
- Set organizational manadates to share practices across boundaries
- Measuring how people connect to create enegy and innovation

RESULTS
- Revenue and number of customers increased
- Became a global company utilizing competence across the world
- Workers started to relocate across borders
- Company culture became more open

Realize change is needed and use network insights to improve
Managers need to understand the relations within the organization and help workers improve and utilize their networks.
KEY POINTS/DISCOVERY
- Network analysis show isolated units and expert networks
- Connect vision and values to new ways of work
- Big appetite to work across divisions and borders
- Set organizational manadates to share practices across boundaries
- Measuring how people connect to create enegy and innovation
RESULTS
- Revenue and number of customers increased
- Became a global company utilizing competence across the world
- Workers started to relocate across borders
- Company culture became more open
INTRODUCE YOURSELF
Curious on how we can contribute to your organisation?
Get in touch and we will do the rest.
E‑mail: info[a]join21.com
Phone: +47 9012 2900
INTRODUCE YOURSELF
Curious on how we can contribute to your organisation?
Get in touch and we will do the rest.
E‑mail: info[a]join21.com
Phone: +47 9012 2900