Historien som førte til et neste generasjons teknologiselskap

The story that lead to a next generation technology company

Historien som førte til et neste generasjons teknologiselskap

The story that lead to a next generation technology company

It started with three friends that helped a global telecom (Telenor) become a global company, instead of the holding company It was. The journey started after one of us finished his PHD in the US. The PHD focused on how knowl­edge and exper­tise is turned into value for global compa­nies and their surround­ings. He was invited to manage the company’s knowl­edge better and convert that knowl­edge into value. This was in 2006, and the CEO had decided to set a new vision for the company and intro­duce new values. He invited 200 exec­u­tives from 14 nations to a seminar. We were invited to facil­i­tate the seminar and asked the partic­i­pants in advance some impor­tant ques­tions about collab­o­ra­tion. Who do you go to for; Impor­tant infor­ma­tion? expert advice? Before you make an impor­tant deci­sion? For energy? For good ideas? The infor­ma­tion was processed based on network-oriented algo­rithms.
At the end of the event, it was time to present the results of the analysis, and from the stage we had to tell the leaders: “We are a holding company, not a global company.” The find­ings showed that Malaysia spoke with Malaysia, Sweden with Sweden, Serbia with Serbia, the Group depart­ments with the Group enti­ties and so on. There was little knowl­edge shared between the units glob­ally.

«A PhD with focus on how to convert knowl­edge into value. Short version: It’s about putting knowl­edge in motion»

Figure 1 — A summary of expe­ri­ences and a PhD that shows that we do not interact partic­u­larly well enough, and that intro­duc­tion to new tech­nology often does not work. We don’t share our own knowl­edge, and do not know who in the orga­ni­za­tion has rele­vant exper­tise and possible solu­tions to impor­tant chal­lenges.

WOW – a good way to create value

The seminar in 2006 was a turning point in the history of the company and created a foun­da­tion for a new way of thinking and working. All busi­ness units had their own intranets, email servers and so on. This was before cloud-services, so we built two data centers, one in Norway and one in Malaysia, and went all over the world to convince busi­ness units to relo­cate their services to these two data centers. A few years later, we learned that we had made a private cloud-service before it was invented. Network insights was used as a base­line, and the global layout made it possible to develop an analysis tool called “black box” (now known as analytics and AI). The tool captured the way knowl­edge moved across national borders and between func­tions. In our monthly meet­ings with the Group manage­ment, we were able to docu­ment how units, expert networks, and projects were able to capi­talize on the best possible exper­tise regard­less of loca­tion. We also observed that the number of ideas, inno­va­tion, effi­ciency, turnover and share price increased when the company started to exploit the cross-border exper­tise system­at­i­cally. The company is entirely depen­dent on using new tech­nology and still focuses on helping employees adopt new tech­nology, and the orga­ni­za­tion has become faster at gaining the bene­fits of new tech­nology. The concept was called Way of Work or “WoW”.

Way of Work was about converting vision, value, and strategy into new smarter ways to work glob­ally as an orga­ni­za­tion and cross-border limits and func­tions for the indi­vidual.

Communication is key

Commu­ni­ca­tion is impor­tant, and as we devel­oped the WoW concept and the adop­tion program, we discov­ered a connec­tion to Norwe­gian mythology and espe­cially Yggdrasill, the tree of knowl­edge. We made a story that engaged employees glob­ally. The tree unites the gods, the people, the leaders and the dead, and reflects the upswings and down­turn of the universe. The roots connect the different worlds and the three “Norns”: Urd (History), Veranda (Present) and Skuld (Future) take care of the roots that create life and knowl­edge. And it is said that when they work with the roots and two roots hit each other is when two people meet. It may be the most impor­tant task to secure our future. The eagle Hugin (though) and Munin (the memory) fly out every morning to the world and observe what is happening and at the end of the day they inform Odin, making him a wise leader.

Yggdrasil – Kunnskapens tre

Figure 2 — The three “Norns” take care of the roots to the tree of knowl­egde and it is when these roots meet that people meet.

From knowledge to value

One of us continued to help the company adopt new tech­nology, and due to the strong focus on adop­tion this global company has made faster and faster use of new tech­nology. The other two saw the WoW journey as an oppor­tu­nity to create new busi­ness, the result was a project called Coor­di­nated Commu­ni­ca­tions, which later became a larger project that was converted to Telenor Cloud Services. The purpose was to help sell cloud-services that are rele­vant to busi­nesses, not just commu­ni­ca­tions services. It is a large trans­for­ma­tion for a global telecom­mu­ni­ca­tions company, and it takes time to get the different subcom­pa­nies to sell brand new services. In the summer of 2017, 5 compa­nies was oper­ating and the turnover from cloud-services was approx­i­mately 100 million.

For some of us, it became a complete circle. From the venture envi­ron­ment, finished the PHD on knowl­egde and value, and imple­mented it in a global orga­ni­za­tion. Internal processes, expe­ri­ences and oppor­tu­ni­ties made it possible to create a company within the global company. The path back to the start-up world was as clear as day. Starting a new company, Join21 AS where we use our expe­ri­ences to build a next gener­a­tion service company.

Orga­ni­za­tions are networks and in a network knowl­edge lives, building trust and work is done. We help exec­u­tives and people under­stand networks in an increas­ingly inter­con­nected world. It is impor­tant for both orga­ni­za­tions and people to become more rele­vant in their networks, mastering new and rele­vant tech­nology and simpli­fying processes. When looking at an orga­ni­za­tion as a network, nobody is the same. It is impor­tant for next-gener­a­tion compa­nies to under­stand a customer’s ambi­tion, the issues they solve for their customers, and the networks they operate within. However, the most impor­tant thing is to help people apply rele­vant tech­nology and ensure that it creates value for the company.

Orga­ni­za­tions are networks – and it is in the network knowl­edge lives, trust is being built, and work is taking place

JOIN21, a next generation service company

For us, a new journey has started. We have valu­able expe­ri­ence and exper­tise given our expe­ri­ence in building compa­nies, our work glob­ally and helping people benefit from new tech­nology. It might be what consul­tants call digi­ti­za­tion these days. We are always in a learning mode and will continue to work on the basics, the roots, so that people meet and make big things together. It starts with people, not the tech­nology.

We are inspired by the journey of Vincent van Gogh. He wanted to be painter at the age of 27. He made some paint­ings, but it was when he went to Paris to be at the center of the art at the time, he real­ized how much he had to improve. He lived there a long time to learn, and build a network of good and talented people. When this basis was formed, he left Paris to develop his own style. We have now left the corpo­rate world to build our network and have found our style. We hope that the “Norns” are with us and take care of our roots, and help us create life and knowl­edge. And that they continue to cross the roots, so we meet new people. And that just happened, nice to meet you.

Figure 3 — Van Gogh Cafe Terrace Place Du Forum At Night av Vincent Van Gogh

«A PhD with focus on how to convert knowl­edge into value. Short version: It’s about putting knowl­edge in motion»

It started with three friends that helped a global telecom (Telenor) become a global company, instead of the holding company It was. The journey started after one of us finished his PHD in the US. The PHD focused on how knowl­edge and exper­tise is turned into value for global compa­nies and their surround­ings. He was invited to manage the company’s knowl­edge better and convert that knowl­edge into value. This was in 2006, and the CEO had decided to set a new vision for the company and intro­duce new values. He invited 200 exec­u­tives from 14 nations to a seminar. We were invited to facil­i­tate the seminar and asked the partic­i­pants in advance some impor­tant ques­tions about collab­o­ra­tion. Who do you go to for; Impor­tant infor­ma­tion? expert advice? Before you make an impor­tant deci­sion? For energy? For good ideas? The infor­ma­tion was processed based on network-oriented algo­rithms.
At the end of the event, it was time to present the results of the analysis, and from the stage we had to tell the leaders: “We are a holding company, not a global company.” The find­ings showed that Malaysia spoke with Malaysia, Sweden with Sweden, Serbia with Serbia, the Group depart­ments with the Group enti­ties and so on. There was little knowl­edge shared between the units glob­ally.

Figure 1 — A summary of expe­ri­ences and a PhD that shows that we do not interact partic­u­larly well enough, and that intro­duc­tion to new tech­nology often does not work. We don’t share our own knowl­edge, and do not know who in the orga­ni­za­tion has rele­vant exper­tise and possible solu­tions to impor­tant chal­lenges.

Way of Work was about converting vision, value, and strategy into new smarter ways to work glob­ally as an orga­ni­za­tion and cross-border limits and func­tions for the indi­vidual.

WOW – a good way to create value

The seminar in 2006 was a turning point in the history of the company and created a foun­da­tion for a new way of thinking and working. All busi­ness units had their own intranets, email servers and so on. This was before cloud-services, so we built two data centers, one in Norway and one in Malaysia, and went all over the world to convince busi­ness units to relo­cate their services to these two data centers. A few years later, we learned that we had made a private cloud-service before it was invented. Network insights was used as a base­line, and the global layout made it possible to develop an analysis tool called “black box” (now known as analytics and AI). The tool captured the way knowl­edge moved across national borders and between func­tions. In our monthly meet­ings with the Group manage­ment, we were able to docu­ment how units, expert networks, and projects were able to capi­talize on the best possible exper­tise regard­less of loca­tion. We also observed that the number of ideas, inno­va­tion, effi­ciency, turnover and share price increased when the company started to exploit the cross-border exper­tise system­at­i­cally. The company is entirely depen­dent on using new tech­nology and still focuses on helping employees adopt new tech­nology, and the orga­ni­za­tion has become faster at gaining the bene­fits of new tech­nology. The concept was called Way of Work or “WoW”.

Communication is key

Commu­ni­ca­tion is impor­tant, and as we devel­oped the WoW concept and the adop­tion program, we discov­ered a connec­tion to Norwe­gian mythology and espe­cially Yggdrasill, the tree of knowl­edge. We made a story that engaged employees glob­ally. The tree unites the gods, the people, the leaders and the dead, and reflects the upswings and down­turn of the universe. The roots connect the different worlds and the three “Norns”: Urd (History), Veranda (Present) and Skuld (Future) take care of the roots that create life and knowl­edge. And it is said that when they work with the roots and two roots hit each other is when two people meet. It may be the most impor­tant task to secure our future. The eagle Hugin (though) and Munin (the memory) fly out every morning to the world and observe what is happening and at the end of the day they inform Odin, making him a wise leader.

Yggdrasil – Kunnskapens tre

Figure 2 — The three “Norns” take care of the roots to the tree of knowl­egde and it is when these roots meet that people meet.

Orga­ni­za­tions are networks – and it is in the network knowl­edge lives, trust is being built, and work is taking place

From knowledge to value

One of us continued to help the company adopt new tech­nology, and due to the strong focus on adop­tion this global company has made faster and faster use of new tech­nology. The other two saw the WoW journey as an oppor­tu­nity to create new busi­ness, the result was a project called Coor­di­nated Commu­ni­ca­tions, which later became a larger project that was converted to Telenor Cloud Services. The purpose was to help sell cloud-services that are rele­vant to busi­nesses, not just commu­ni­ca­tions services. It is a large trans­for­ma­tion for a global telecom­mu­ni­ca­tions company, and it takes time to get the different subcom­pa­nies to sell brand new services. In the summer of 2017, 5 compa­nies was oper­ating and the turnover from cloud-services was approx­i­mately 100 million.

For some of us, it became a complete circle. From the venture envi­ron­ment, finished the PHD on knowl­egde and value, and imple­mented it in a global orga­ni­za­tion. Internal processes, expe­ri­ences and oppor­tu­ni­ties made it possible to create a company within the global company. The path back to the start-up world was as clear as day. Starting a new company, Join21 AS where we use our expe­ri­ences to build a next gener­a­tion service company.

Orga­ni­za­tions are networks and in a network knowl­edge lives, building trust and work is done. We help exec­u­tives and people under­stand networks in an increas­ingly inter­con­nected world. It is impor­tant for both orga­ni­za­tions and people to become more rele­vant in their networks, mastering new and rele­vant tech­nology and simpli­fying processes. When looking at an orga­ni­za­tion as a network, nobody is the same. It is impor­tant for next-gener­a­tion compa­nies to under­stand a customer’s ambi­tion, the issues they solve for their customers, and the networks they operate within. However, the most impor­tant thing is to help people apply rele­vant tech­nology and ensure that it creates value for the company.

Figure 3 — Van Gogh Cafe Terrace Place Du Forum At Night av Vincent Van Gogh

JOIN21, a next generation service company

For us, a new journey has started. We have valu­able expe­ri­ence and exper­tise given our expe­ri­ence in building compa­nies, our work glob­ally and helping people benefit from new tech­nology. It might be what consul­tants call digi­ti­za­tion these days. We are always in a learning mode and will continue to work on the basics, the roots, so that people meet and make big things together. It starts with people, not the tech­nology.

We are inspired by the journey of Vincent van Gogh. He wanted to be painter at the age of 27. He made some paint­ings, but it was when he went to Paris to be at the center of the art at the time, he real­ized how much he had to improve. He lived there a long time to learn, and build a network of good and talented people. When this basis was formed, he left Paris to develop his own style. We have now left the corpo­rate world to build our network and have found our style. We hope that the “Norns” are with us and take care of our roots, and help us create life and knowl­edge. And that they continue to cross the roots, so we meet new people. And that just happened, nice to meet you.

2018-10-21T00:23:35+00:00

By continuing to use the site, you agree to the use of cookies. more information

The cookie settings on this website are set to "allow cookies" to give you the best browsing experience possible. If you continue to use this website without changing your cookie settings or you click "Accept" below then you are consenting to this.

For more information on privacy, see here.

Close