SAS flies approximately 90,000 people around the world – every day. All the while, the airline is busy gathering customer insights in order to create new products and services, and the passengers are met with a steady flow of new digital features. However, in a not so distant past, SAS was standing on the edge with a free fall in sight. Read the full case and watch the video below to hear Eivind Roald, EVP, Sales and Marketing, explain how on earth SAS managed to turn this around.
Across the world, executives are focusing relentlessly on the use of digital technology to improve the performance and reach of their enterprises. Together with Microsoft, QVARTZ has interviewed corporate executives from 20 of the largest Danish companies in order to understand how they envision digital transformation from a strategic perspective. Tap into the results and read the entire Digital Transformation Report 2017 here.
To Peder Tuborgh, CEO of Arla, this knowledge is essential in order to remain in the frontline of an industry where the demographics have changed drastically in recent years. Peder Tuborgh has been in Arla for almost three decades, the past 11 years as CEO. His time as CEO has been transformative and truly remarkable; the revenue has doubled and Arla has remodelled itself from a Nordic company to a true global player. A daredevil of dairy with a new bold strategy emphasising marketing and innovation. Watch the video and read the case about Peder Tuborgh and why it’s important to know how the Chinese eat cheese.
Here’s what’s buzzing at QVARTZ
One of QVARTZ’ key values is flexibility, and our energetic JC community explored this value in a somewhat unconventional setting last week. At Copenhagen Boulders, a climbing gym where you climb smaller routes (called “problems” in bouldering terms) without any robes or safety equipment, the JCs had their flexibility tested. The group managed to solve several problems of different difficulty levels without any injuries, except sore muscles and some ripped of skin at their fingertips. All in all, it was a great experience!
We are happy and proud to welcome Christoffer Husted Rasmussen as a new partner in Copenhagen. Christoffer says: "To me, QVARTZ is a young, agile and entrepreneurial company with a hunger for growth. But it is also a caring, inspiring and people-centric company....
“Working in teams with so many talented colleagues with different backgrounds who make you see things from different perspectives is one of the things I find great about working at QVARTZ”. In a video made by Altandetlige.dk, QVARTZ consultant Morten Buur talks about what it is like to work as a management consultant in a Nordic consulting company when you have a background in economics.
I really appreciate the dynamics between the Swedish consensus culture, the Danish flat hierarchies and the Dutch direct attitude”. Ischa van der Kooij knows quite a bit about living and working in different European cultures. He is born and raised in the Netherlands, but moved to Sweden to study, and joined QVARTZ in Copenhagen as a Junior Consultant in 2013. “When I first got in contact with QVARTZ, I felt very welcomed as an ‘international’, yet I clearly recognised that this was a company with Scandinavian roots, which is something that attracted me at the time – and still does”.
The Microsoft Accelerator in downtown Berlin was buzzing with green energy last week, as eight enthusiastic green start-ups met with a handful of QVARTZ consultants to discuss their business ideas. It was a day full of interactions and fruitful discussions, and all parties enjoyed working towards greater sustainability. Have a look at what went on in the video below.
We all know them: the brands that consistently outperform the market, that sustain their brand value year after year and retain a nearly unbreakable bond with their customers. There is an abundance of opinions on what constitutes the root cause of their success. And understandably so; their success stems from a plethora of reasons.
First-tier consulting skills – insight and experience delivered with integrity. Flexible approach – matching team and skill configuration to client needs. People centrism – mobilising client organisations’ energy and capacity.
Leadership through followership – creating opportunities for others as early as possible. Individualised career development – accelerated learning and career ownership. Opportunity to influence – room to create, build and be entrepreneurial.