Articles

In a previous article I told you how we at Nexus were invited to participate in a large procurement to secure the fleet of a major vehicle manufacturer. How we put together an attractive bid. How we made it to the final of that tender. How we were given the...

I've written a few columns about how we prepared Nexus for a more focused and winning future during a period of extremely hard change. Now we were well into this journey. We had a tight management team, we had decided that we would focus on identity and securing it...

In a couple of stories I have told you how we methodically worked to sort out the security company Nexus Group to set the company in the right strategic position to be a future winner.I have also told you how I had great help from Jonas Dahlberg with the initial rough...

As a leader, you have a tremendous opportunity to utilize one of the innate qualities you've been equipped with since birth - you have two ears (and only one mouth...).I've always had genuine trust in my team members. I believe that employees see and think for...

If you have followed me and my stories, you will have noticed that I have implemented many big and radical changes in the companies I have been responsible for. Changes aimed at getting the business right, based on a strategic and holistic approach.I have always...

My friend Jeff Stibel taught me a phrase that I have used often since: 'Speed must be our friend'.I believe there is great value in maintaining a fast pace, especially when implementing change. But it must never be at the expense of carelessness or nonchalance.In my...

I joined Nexus Group as its new CEO in 2015. The company had been growing through acquisitions for some time.When I took over, Nexus Group owned several different technologies, some of which overlapped and some of which competed.The acquisitions had also blended...

As the newly appointed CEO of Nexus Group I was faced with enormous complexity. Despite the relatively small size of the company (just over 300 employees in 11 countries), there was a multitude of offers, some of which overlapped.I did what I always do when I start a...

There are few things more important than realising, deep down, that it doesn't really matter what you think and feel. What matters is that you understand your fellow man.I once arrived as the new CEO of a company. I had a dialogue with the outgoing CEO, and at that...

After having been CEO of QD Umeå, Martinsson Informationssystem Data AB, Atea Sverige, Bisnode, Nexus Group – Global, Rotla B.V. Netherlands (Infotheek Group/Centralpoint/Flex IT) I have more than 50,000 hours of CEO experience.I have also served as chairman of...

I have shared some episodes from the great transformation journey that we embarked on together with all employees at Bisnode.A few years into this great transformation, we gathered everyone who worked with our products for a conference in Stockholm, to our new...

In normal well-functioning companies with reasonably good development, managers need to use a kind of "normal management tools".When, as in my case being the CEO of Bisnode, you lead an extremely fragmented company that is to be built into one you need to use other...