Podcasts about Bjarte

Vi møtes for å diskutere Chelsea-kampen, men ender ikke overraskende med å snakke om alle andre ting. Fredrik deler info om spissjakten, og vi svarer på om vi har mest lyst på Delap, Osimhen eller Gyökeres. Og var det riktig av Amorim å stille med finalelaget på Stamford Bridge? Kvinnelaget tapte FA-cupfinalen mot Chelsea. Bjarte rapporterer fra Wembley, Elisabeth Terland deler sine tanker om sin første United-sesong, og Håkon oppsummerer det hele for oss i studio. I studio: Jon Martin Henriksen, Fredrik N. Filtvedt, Eivind Holth og Håkon Aaberge Hosted on Acast. See acast.com/privacy for more information.

Et Levende Håp

Jeg og Bjarte forlovet oss! I denne episoden får du høre om frieriet, om hvorfor Bjarte valgte den spesielle ringen og da Dagbladet la ut bilde av Dag Sørås istedet for Bjarte for å dele glad nyheten.

Hør historien til Bjarte Hollevik, eier og daglig leder av Stormlight, som leverer hodelykter til bedriftsmarkedet. Han eier 49 % av fabrikken i Kina som produserer lyktene, mens designarbeidet skjer i Burfjord. Innovasjon Norge er en viktig støttespiller, og de har fått med seg aktører som Grieg Seafood og Entreprenør Harald Nilsen til å teste lyktene.Bjarte var tidligere gründer av Moonlight, et anerkjent merke som har vunnet en rekke priser for sine hodelykter. Mellom disse to eventyrene jobbet han som styreleder i MKevolo og hjalp andre med styrearbeid. Han deler gjerne sine beste tips for å lykkes som gründer – der han mener at kostnadskontroll er nøkkelen til suksess. 

Bjarte er med på nok en episode og du vet hva det betyr? Nesten en time med babling om alt og ingenting! Heng med oss denne Søndagen

Nytt nederlag, denne gangen mot Tottenham. Det tas et aldri så lite oppgjør med kritikerne som mener at Uno har fredet Rúben Amorim. Vi snakker om skademarerittet som igjen er over oss, og om Chido Obi og de andre akademispillerne burde fått en skikkelig sjanse i London. Bjarte rapporterer fra tribunen, Eivind deler siste nytt om hva INEOS driver med, og vi skal selvfølgelig en liten tur til Istanbul. Sist, men ikke minst: Vi sparker i gang Uno-ligaen!I studio: Jon Martin Henriksen, Fredrik N. Filtvedt og Eivind Holth Hosted on Acast. See acast.com/privacy for more information.

https://bit.ly/Beyond_Budgeting_Podcast

https://bit.ly/Beyond_Budgeting_Podcast

Hvordan kan vi balansere teknologiske muligheter med kravene til rettssikkerhet og demokrati? Overgangen fra manuell til automatisert saksbehandling krever klare retningslinjer for utviklere, slik at regelverket blir ivaretatt i digitale løsninger. Seniorforsker Audun Stolpe og assisterende forskningssjef Bjarte Østvold i NR forteller om samarbeidet med Statens vegvesen, det første prosjektet på huset som tar for seg digitaliseringsvennlig regelverk, som også har ført til et løpende nettverk for offentlige etater der erfaringsdeling står på plakaten.En podkastserie av Norsk Regnesentral med Anders Løland i studio, produsent Elin Ruhlin Gjuvsland.https://nr.no

Jeg og Bjarte lagde en nyttårsaften spesial på selveste nyttårsaften! På.. BADEROMSGULVET! La oss gå gjennom året sammen.

Som alltid mye prestisje i potten når Team Jonny og Team Drammen skal gjøre opp om tittelen som Uno-mester i quiz. Denne gangen med quizmaster Bjarte på plass i studio, mens førstnevnte lag må hente inn en reserve fra benken rett før avspark. God jul til alle Uno-venner!I studio: Bjarte Valen, Martin Jøndahl, Fredrik N. Filtvedt, Dag Langerød og Eivind Holth Hosted on Acast. See acast.com/privacy for more information.

Bjarte er endelig tilbake og vi skal svare på 10 spicy og flaue spørsmål!

Tomålsscorer Amad leverte en solid audition i 2-0-seieren mot PAOK på Old Trafford. Vi diskuterer om han endelig får fornyet tillit mot Leicester, og deler våre tanker om hvorfor 22-åringen kan bli enda bedre under Amorim. Men hva med Højlund som ikke kommer til sjanser? Bjarte rapporterer fra Manchester, der han var på pressekonferanse med Van Nistelrooy. Vi får en lytterhistorie fra Truls, og ser på fansens avstemning om fremtiden til Old Trafford.I studio: Jon Martin Henriksen, Fredrik N. Filtvedt og Eivind Holth Hosted on Acast. See acast.com/privacy for more information.

Hva er honning, og hva skjer egentlig inne i en bikube? I denne episoden møter jeg Bjarte Tennfjord, mannen bak Vestlandsbia, for å dykke dypt inn i bienes fascinerende verden. Vi snakker om alt fra hvordan honningen lages, til den komplekse strukturen i en bikube – og hvorfor urbane områder, som Bergen sentrum, faktisk kan være perfekte for bier! Bjarte har flere bikuber plassert på ulike bygg rundt om i byen, og vi snakker om hvordan han gikk fra å være en hobbybirøkter til å bli en av de mest kjente birøkterne på Vestlandet. Er du nysgjerrig på forskjellen mellom norsk og utenlandsk honning, hvordan biene finner veien hjem, eller hva kaldpresset honning egentlig er? God fornøydelse!

Vi fortsetter praten med Bjarte Vestøl. Her kan du høre om hvordan han utførte dykket til 225m med trimix.Bjarte forteller også en hjerteskjærende historie om ett tragisk dykk i Plura.Bjarte har i tillegg en historie om viktigheten av at utstyret passer. Det kan få fatale følger om man ikke har rett utstyr, Hosted on Acast. See acast.com/privacy for more information.

Det er gooood stemning i studio etter 3-0 og sesongens største opptur mot Southampton! Vi snakker om Rashford, De Ligt, Garnacho, Amad og de andre heltene fra St Mary's. Hva lærte vi om Ugarte, og kan han hjelpe Mainoo med å finne rytmen igjen? Bjarte evaluerer kvartalsregnskapet for oss, vi har fått tilsendt en vond og morsom historie fra Andreas og Steffen, og vi prøver å sette opp ligacup-laget mot Barnsley for Ten Hag.I studio: Jon Martin Henriksen, Fredrik N. Filtvedt og Eivind B. Holth Hosted on Acast. See acast.com/privacy for more information.

Vi er tilbake igjen etter ett lite opphold. Vi kliner til med en episode med Bjarte Vestøl. Bjarte har dykka til 130 meter på ren luft. Her forklarer han hvordan han fikk til det. Med møysommelig planlegging og forberedelser så lot det seg gjøre. Dette er første episode av 2 deler.Litt info: Litt dårlig lyd på Ludde i første del, dette pga. litt teknisk feil. Hosted on Acast. See acast.com/privacy for more information.

VIKING 125 år 10 august 1899 ble Viking FK stiftet og vi ville høre med Vikingtrener Bjarte Lunde Aarsheim om det er en frisk og rask 125 åring han leder eller om alderen har satt sine spor. Hvilke sportslige utfordringer står klubben i både på lang og kort sikt ? I denne podcasten får du en ærlig og åpen Bjarte Lunde Aarsheim.

Bjarte Rettedal is a photographer-turned looking to take his interest in behavioural economics and systems thinking and pursue a career in UX design. His hot take? AI models should be under public ownership or at the very least fully transparent. We don't let people release supplements or medicines without extensive testing, so why are we OK with something as potentially high-impact as AI models? Find Bjarte on LinkedIn or bjarterettedal.com If you'd like to appear on Hot Takes, please grab a time!

Joshua Zirkzee er «nye» Uniteds første signering! Hvem er den 23-årige spissen, og hva kan vi forvente? VG-kommentator er med som Uno-vikar i Trondheim, og leverer en grundig Zirkzee-rapport basert på det han har sett av Bologna i Serie A. Vi diskuterer nyheten om at Sancho og Ten Hag har skværet opp, hvorfor United velger å selge Kambwala, og Bjarte forklarer hvordan United skal få råd til flere sommersigneringer. Også gleder vi oss til kampen på Lerkendal!I Trondheim: Vegard Aulstad, Bjarte Valen og Eivind B. Holth Hosted on Acast. See acast.com/privacy for more information.

Bjarte er med nok en gang og vi snakker om det å bære nag, å komme seg videre og krangler bitte litt. Det må være lov!

I anledning Idrettens lesedag 6. juni 2024 kan du delta på en treningsøkt med håndball-legenden Bjarte Myrhol. Økta kan gjøres på skolen, idrettsarenaen, biblioteket, hjemme eller hvor du ønsker. Spill av lyd, følg instruksjonene og tren sammen med Myrhol!

Et hellig presteskap

Skipsforlis, Raymond Kvisvik på piano, rødvin og hårklipp, samt DJ-jobbing om sommeren, er noen av de mer kuriøse stikkordene for denne episoden. Bjarte de Presno Borthen og Einar Stokke Fadnes har, sammen med gitarist/manager Ronny Yttrehus, delt scene de siste par månedene. Fadnes, godt kjent fra bandet Jim Stärk, ga ut sitt andre soloalbum i 2023 og er akkurat nå aktuell med singelen "Love in a Bottle". Låtene til dePresno har blitt hyppig spilt på radiostasjonene de siste årene, han har passert 40 millioner strømminger på Spotify og er også snart klar med nytt materiale. Hvordan det er å spille på intime steder, låtskriving og hva musikken betyr for de to hyggelige gjestene, er noen av mange flere spørsmål du får svar på i dette intervjuet. Jeg har oppdaget at intime konserter kan være veldig morsomme, i tillegg til at det gir en unik lytteropplevelse. Så også denne gangen. Alle klipp, både musikk og anekdoter, er hentet fra konserten deres på "Vangen PLING PLONG" i Haugesund. Jeg anbefaler deg å høre hele denne episoden. Kos deg!See omnystudio.com/listener for privacy information.

Uten at det var planlagt så ble Bjarte med på denne episoden. Vi snakker om å le i begravelse, hogge av hoder, pookie og mye mer. Det er kaos som alltid, så håper du vil høre på!

Tradisjonen tro samles Uno-gjengen til quiz i høytiden. Quiz-master Bjarte sparer verken på dramaturgien eller vanskelighetsgraden når han skal teste studio og lyttere. For hvem scoret egentlig Manchester Uniteds siste hattrick? Og hvem er den eneste skotten som har stått i mål for United i Premier League? God påske til alle Uno-venner!Quiz-master: Bjarte ValenTeam Jonny: Jon Martin Henriksen og Fredrik N. FiltvedtTeam Drammen: Martin Jøndahl og Eivind B. Holth Hosted on Acast. See acast.com/privacy for more information.

Fri, 22 Mar 2024 02:00:00 +0100 00:59:04 no

Idag har jeg med Bjarte og vi er på vei inn i vårt 7 ende år som betyr - 7 årskrisen! Er dette slutten? Vi diskuterer også hva overskriften blir om jeg blir drept på vår Svalbard tur.

Schwing. Og................. Jeff

Eivind og Bjarte tolker og oppsummerer intervjuene til Sir Jim Ratcliffe etter at den endelige INEOS-bekreftelsen var et faktum. Hva er visjonen for framtida? Hva skjer med Old Trafford? Og hvilken skuespiller ligner Ratcliffe på?Med: Bjarte Valen og Eivind B. Holth Hosted on Acast. See acast.com/privacy for more information.

I denne episoden har jeg med meg min samboer Bjarte. Vi snakker om hvordan man kommer gjennom en vanskelig periode og hvordan psykisk helse kan påvirke deg fysisk.

Fra tragedie mot West Ham til et aldri så lite mirakel mot Aston Villa. For en dejlig snuoperasjon - takket være Alejandro Garnacho og Rasmus Højlund! I denne episoden med Bjarte og Fredrik snakkes det i tillegg om André Onanas keeperspill, om Bruno må på sinnemestringskurs, hvorfor i alle dager Garnacho ikke har spilt høyrekant tidligere og om dette var starten på noe godt - både for Marcus Rashford og for Manchester United. I tillegg vies det mye tid til nyheten som sprakk på selveste julaften: Sir Jim Ratcliffe og INEOS' inntog i klubben.Med: Fredrik N. Filtvedt og Bjarte Valen Hosted on Acast. See acast.com/privacy for more information.

Det var tomt for krutt i Champions League-raketten, og dermed går begge Europa-turneringene sin gang uten Manchester United. Bjarte forteller hvordan det var å se United tape 0-1 for Bayern München, og deler sine betraktninger om Ten Hags kommentarer i etterkant. Vi diskuterer hvordan resten av 2023/24-sesongen blir uten midtukekamper, ranter om det nye Champions League-oppsettet, og ser på skadelisten som gir Ten Hag hodebry før avreise til Anfield.I studio. Dag Langerød, Fredrik N. Filtvedt og Eivind B. Holth Hosted on Acast. See acast.com/privacy for more information.

Det er endelig Desember! Cornelia er allerede litt lei av jule snakk så i denne episoden skal vi snakke om alt annet, som onlyfans, porno og hva som regnes som utroskap med Bjarte Ylvisåker.

I denne episoden har jeg med meg Bjarte som jeg tar en test med for å finne ut om han faktisk er en psykopat.

I dag har jeg besøk av en trivelig fyr fra Bergen som heter Bjarte. Bjarte er i bunn og grunn vernepleier som for tida foreleser i tema ondskap. Vi kommer selvfølgelig innom ondskap i ulike former i ukas episode og vi snakker om flere spennende tema som blant om det å prøve å møte seg selv med samme omsorg som man møter andre med. Ukas gjest forteller også om tiden han misbrukte alkohol og hvordan hans oppvekst har påvirket han. Jeg syns ukas episode ble en skikkelig fin samtale med både viktige og spennende temaer, og ikke minst får vi ledd litt av og med hverandre. Håper du får masse ut av denne episode i bak fasaden! Bli medlem på: https://plus.acast.com/s/bakfasaden. Hosted on Acast. See acast.com/privacy for more information.

Dag slår av en prat med Norges beste låtskriver om låtskriving, turnèring, kleine spørsmål, samt den nye Kvelertak-skiva "Endling" (som er ute NÅ!).kvelertak.comdagsoras.com

Bio Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia's largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model. He has helped numerous other companies globally getting started on a Beyond Budgeting journey.  Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT).  He is a popular international business speaker and Beyond Budgeting coach, and a winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his almost thirty years long Beyond Budgeting journey.  His new book “This is Beyond Budgeting – A Guide to more Adaptive and Human Organizations” with a foreword by Gary Hamel is just out. Bjarte is available for speaking engagements and select consulting work through Bogsnes Advisory.  Episode Highlights  04:33 New book ‘This is Beyond Budgeting' 07:40 Beyond Budgeting 16:25The issue with the current performance appraisal process 19:45 The case for change 31:00 Becoming braver 33:50 ‘Losing' control 49:10 Reflect on the risk picture  Books ·         This is Beyond Budgeting: A Guide to More Adaptive and Human Organizations by Bjarte Bogsnes This Is Beyond Budgeting: A Guide to More Adaptive and Human Organizations: Amazon.co.uk: Bogsnes, Bjarte: 9781394171248: Books ·         Implementing Beyond Budgeting: Unlocking the Performance Potential by Bjarte Bogsnes Implementing Beyond Budgeting: Unlocking the Performance Potential: Amazon.co.uk: Bogsnes, Bjarte: 9781119152477: Books ·         Maverick by Ricardo Semler https://www.amazon.co.uk/Maverick-Success-Behind-Unusual-Workplace/dp/0712678867 ·         Humanocracy by Gary Hamel et al https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2TCKWN ·         The Future of Management by Gary Hamel and Bill Breen https://www.amazon.co.uk/Future-Management-Gary-Hamel/dp/1422102505  Websites ·         Beyond Budgeting Institute https://bbrt.org ·         Bogsnes Advisory (Bjarte's consulting firm) https://bogsnesadvisory.com  Social media ·         LinkedIn: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ ·         Twitter:  @bbogsnes  Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello, Bjarte. Thank you for being my guest on the Agile Innovation Leaders Podcast, it's a great honour. I remember meeting you for the first time last year in Copenhagen at the Beyond Budgeting Roundtable, and you kindly accepted. So thank you for being here today. Bjarte Bogsnes Thank you for the invitation. Ula Ojiaku Great. So could you tell us any experience that you might have had growing up, that would have led to where you are today? Bjarte Bogsnes Well, the author Douglas Adams, he once wrote that: “I might not have gone where I intended to go, but I think I ended up where I needed to be”, and that's basically the story of my life because it was in no way given that we should sit here today and talk about Beyond Budgeting, because my career started in a very different place. I'm a finance guy by education and after I finished my business studies, I joined a company called Statoil, it's today called Equinor, it's Scandinavia's largest company, it's an energy company, and my first management job in this company, the year after I joined, was actually Head of the Corporate Budget Department. So I have been heading up more budget processes in my career than I want to be reminded about in that job and in many other Finance Manager jobs in different, you know, jobs. I've been working abroad quite a lot for the same company. So I used to be a big fan of this way of managing, there is actually an interview with me from the company magazine at the time where I'm praising the brilliance of budgeting, and I hope that there are no more copies around. And another reason I like that quote from Adams is that I come from a teacher family. My parents were teachers, my sister was a teacher, so I was in the way, the black sheep in the family because I went for Business Studies. But these days I really feel that I'm back in the fold, because I feel that that is what I'm doing now, teaching, and trying to make a positive difference, just like my parents and my sister did. Ula Ojiaku So teaching, it seems like it's a full circle, but you wouldn't have gotten here without, you know, still going through that process of working in business. Bjarte Bogsnes No, I think I'm very glad I have that background because it means that I know what I'm talking about. I know most of the fix in the budget book and some of them are quite nasty, and so when I would discuss with managers, finance people and others then, I mean, I know the arguments, and I know how to respond. Another important part of this journey was that I am one of the few finance persons, I believe, who has also worked in Human Resources. I was heading up the HR function in a large European company for some years, and that experience was also a big eyeopener for me when it comes to the leadership, the people side of Beyond Budgeting, which is just as big as the kind of finance process side. Ula Ojiaku Nice. Now, I mean, we will be getting to talk about your book, which is This Is Beyond Budgeting, that was released this February, 2023. Congratulations! Bjarte Bogsnes Thank you. Ula Ojiaku What I noticed was that the difference between This is Budgeting, I mean your, your second book and, Implementing Beyond Budgeting, which preceded this, this is actually a quicker read, you know, smaller, it seems like it was condensed and it was done on purpose. Could you tell us about this book, the main message? Bjarte Bogsnes Yes. Now, first of all, I mean, that is a correct observation. This is a shorter book, on purpose, and the simple reason is that we need to reach people, busy people, with limited time to read, and they don't have time to read bricks. So, yes, it is a shorter book, it is recapping some key messages from my earlier books, but there's also a lot of new stuff in it. I have learned a lot since the other book you've shown was published back in 2016. I've written a lot, I've worked with a lot of great organisations. So, again, a lot of new learning also. And I really do hope to reach, I did reach a number of executives, managers with my previous book, and I know, because of nice feedback from many of them. But there are so many more of them that still needs to hear this message. So that is why it's the shorter one. And I'm also very grateful and happy that Gary Hamel agreed to write the foreword. I mean, he is such an inspiration when it comes to management innovation and has been for such a long time. I mean, hearing Gary speak is simply mind-blowing. I mean, he is dynamite as a speaker and I think he's written a great foreword, and there are also some, quite some nice endorsements from important people in the agile community and kind of borderline agile community, Rita McGrath, Dave Snowden and Julian Birkinshaw, Jos de Blok, the founder of Buurtzorg. So I'm also very happy that these people took the time to read it and write these nice endorsements. Ula Ojiaku Indeed, we will go into some key points in the book for the listeners or viewers, they would have to buy it to go through it, to know what it's all about. But can you tell us, because there might be some people listening to this that don't know, what Beyond Budgeting is all about. Bjarte Bogsnes No, that's obviously an important question and let me start with saying that Beyond Budgeting is a somewhat misleading name, we know. It was, Beyond Budgeting was invented, developed 25 years ago, and back then there was nothing called agility, agile, or business agility, so if that label had been around at the same time, maybe that would've been the name of this. But it is basically about business agility. And, as the subtitle in my book states, it's about creating organisations that are more adaptive and more human, and Beyond Budgeting is very much about changing traditional management. But at the core of traditional management, you find not just the budgeting process, but also the budgeting mindset, built on the assumptions that the world is predictable and plannable and that you can't trust people. These are assumptions that we really challenge in Beyond Budgeting, because it isn't true. So if you want to change traditional management, you need to do something with the elephant in the room, the budgeting process. And that is something that, if you look at Agile, I think Agile has kind of avoided that elephant throughout all these years. It's been regarded as something unavoidable, a lower business, which isn't true, because more and more companies are skipping this way, or managing. And talking about Agile, I'm a big fan of Agile, but what I'm going to say now is not criticising Agile, but I think it would also help to explain what Beyond Budgeting is. I think part of the success of what I call early Agile has to do with its birthplace in software development, and how teams are working. And I think in those early years, I think what executives in big companies, what they observed and heard about Agile was better projects, faster projects, more value, more engaged people, and who can be against that, wonderful, I love it, come on guys, Agile is great. Then for obvious reasons, companies started to scale Agile, right? And at one level it kind of reaches the executives and has consequences, implications for these guys' beliefs and behaviours. And then it isn't that it wasn't that fun anymore. I think that's one reason why scaling Agile has been difficult. Another reason is that you can't scale Agile using the same language and tools and frameworks that did wonders back in those days. I mean, for executives who don't play rugby and don't know Agile, they might think that Scrum is some kind of skin disease, or Slack is about laziness or that Sprint is about running faster, or continuous delivery is about 24/7. Right? So, I mean we need a language here that these guys can understand and relate to, and Beyond Budgeting is providing that language. They might still disagree, but they understand what we are talking about. And the last issue here is that, again, Agile was not designed as a way to run an enterprise. So when you try to scale it, these holes in Agile become visible, like how do you manage resources?  How do you do forecasting? How do you evaluate performance? How do you reward? Right? And these are the holes that Beyond Budgeting is filling, because, again, Beyond Budgeting was designed from day one as an Agile way of running an organisation. And that is why we never talk about scaling agile, because it comes scaled, it is scaled, right? But this is also why Beyond Budgeting in Agile is such a beautiful fit, and why so many companies on Agile transformation journeys are reaching out to us because they reach these insights and learnings and understand that there can be no true agile transformation without Beyond Budgeting. Ula Ojiaku That's an excellent overview of Beyond Budgeting. And I understand, you know, in Beyond Budgeting, there are 10 principles, and there is the leadership principles, if I may say, and then the management processes. Do you want to talk a bit more about this, please? Bjarte Bogsnes Yeah. So there're actually a 12 principles, and you're right, six of them are on leadership and six of them are on management processes, and if you look at what Beyond Budgeting is saying about leadership, it is not necessarily that unique. There are many other great communities and models out there saying similar things about leadership, right? Talking about purpose and autonomy, transparency, values, and so on. But very often these models and communities haven't reflected very much, it seems like, about what kind of management processes are needed to activate these leadership intentions, because what is often the case in organisations is that they might have the best intentions on the leadership side. They say the right things, they write the right things, but that doesn't help if the management processes are expressing the exact opposite use. Classic example, it doesn't help to talk loud and warm about how fantastic employees we have on board, and we would be nothing without you, and we trust you so much, but not that much. Of course, we need detailed travel budgets, right? This is hypocrisy, and people notice and the words become hollow, because the management processes has a different message. So that is why there is a strong focus in Beyond Budgeting on coherence between the two, between what is said and what is done, right. So I think that is one and very important aspect with Beyond Budgeting. The other is that, as I mentioned earlier, I don't think any other community out there has cracked the budget problem. The budgeting process is something that everybody complains about. It's maybe the most loathed corporate process out there, followed by performance appraisals, but again, it's kind of been left untouched until Beyond Budgeting came and offered great alternatives to this quite outdated way of managing because, it is fascinating, there are not too many other technologies applied in companies today that are a hundred years old, but that is the age of budgeting invented in 1922 by James O McKinsey, the founder of McKinsey Consulting, right. And I never met Mr. McKinsey, but I don't think he was an evil man. I actually think he had the best of intentions. I mean, he wanted to help organisations perform better. This was management innovation a hundred years ago, and it probably worked a hundred years ago, because the world was completely different, the quality and the capability, competence of people were very different, but today things have changed and that is something that our leadership and management models must reflect. Ula Ojiaku Okay, there's something you said, you know, the two things or two activities, that are probably most loathed in organisations would be the budgeting process and the performance appraisal. And you've talked a bit about the budgeting. So, for the performance appraisal, what exactly about it doesn't sit well with people? Bjarte Bogsnes Oh, that list is long. First of all, I mean, it's just like budgets, as I will come back to, has different purposes, so has the performance appraisal, I mean, one purpose is meant to be learning and development, that's a positive one, but another purpose is to determine rewards, right. So, if you are my manager and I'm coming in to a performance appraisal with you and if my mind is mainly on the reward side, the last thing I want to share with you is where I have learning and development needs, right? I want to brag about all my successes and how great I am and so on, and vice versa. So, kind of combining this in one process, with one outcome is meaningless, and also this focus on rewards and, which very often is about individual bonus, which is one of the problems in traditional management that Beyond Budgeting is strongly against, we believe in common bonus schemes, driven by joint performance instead of individual performance. So it is typically an annual event, right, an annual stunt, it's meaningless to talk about feedback and development once a year, that needs to happen much more continuously, right? So, I think budgeting is a bigger problem, it makes more damage, by all means. But performance appraisals come and the whole low performance management notion, it does almost as much damage. And by the way, that is a label I really dislike, performance management, right? Think about it. What are we really saying? Aren't we saying that if we don't manage your performance, there will be no performance, right? That is not a very positive message, and I also think there's quite a lot of illusion playing out here. I think our ability to manage performance, among knowledge workers in today's people and business realities is actually quite limited compared to what managers and HR people and some finance people often tend to think. So it's an awful label, and, you know, we need to stop thinking about managing people, we need to start thinking about how we can create conditions for people to perform, how we can enable performance, not managing performance. Ula Ojiaku That's a great point Bjarte. So what's the solution? What is the solution that Beyond Budgeting is going to offer? And the next one following it would be, how do we apply this? Bjarte Bogsnes Oh, most people actually who are blank on Beyond Budgeting, when they hear about this, they like it, they see that this makes sense. It's only common sense in a way, this is about taking reality seriously, and it is addressing so many of the pain points they experience working, especially in big companies. But then of course the next question is, well, how do we get started? And we have two general recommendations here. The first one is about the case for change, which simply means that the whole organisation, or as many as possible, has to understand that all those complaints about traditional management, including budgeting, the time it takes, the gaming, the narrow performance language, the outdated assumptions. I mean, these are more than irritating itches, right? These are symptoms of a big and serious problem, namely that this way of thinking, this way of managing originally meant to help organisations perform better is today doing the opposite. It has become more of a barrier than a support for getting out the best possible performance, and the more there is a common understanding of what kind of problems the organisation is trying to solve, the easier everything afterwards is. Because if you are unclear about that, I mean, how can you make your choices about alternatives, right? But the clearer the case for change, the better the problems are defined, the easier it is when you have a choice of design, should we go this way or this way? Well, which solution would best solve the problems they are trying to solve? So the case for change has to be created, a solid one, then getting started. We know that many, having seen the Beyond Budgeting principles for the first time, might feel this is a bit overwhelming, right? With all these bold ambitions around leadership, these major changes towards the traditional management processes. I mean, it is a mouthful, it is quite a comprehensive leadership and management model. And if some are kind of a bit scared, I can understand that. If that is the case, we have a very simple, tested, practical, logical way of getting started, which is more budget-oriented than Beyond Budgeting itself, but it is a great way to get started, and it is simply about asking a very simple question, namely, why do you budget? Right? What's the purpose of a budget? And most people that I've asked that question, when they have thought a little bit about that question, they actually realise that there are more than one purpose with a budget in a typical, and when I say budget, I mean more than project budgets, more than cost budgets, I'm talking profit loss, cash flow, balance sheet budgets, the whole finance definition. And the purpose of these budgets are the following. First, companies make budgets to set targets. It could be financial targets, sales targets, production targets, right? So that's one purpose. Second, companies and organisations use these budgets to try to understand what next year could look like in terms of profit and loss cashflow. So it is a kind of forecast of what next year could look like. So, that's the second purpose. The third purpose is resource allocation. The budget is used as a mechanism for handing out bags of money to the organisation on operational costs and on invests, and it might seem very efficient, practical to solve all three purposes in one process and one set of numbers. But that is also the problem, because what happens if we move into the budgeting process in a company, and upstairs finance want to understand next year's profit and loss and they start on the revenue side asking responsible people, what's your best number for next year? But everybody knows that what I'm sending upstairs will most likely come back to me as a target for next year and often with a bonus attached to it. And that insight might do something to the level or numbers submitted, and I think you know, which way those numbers will go, namely down. Moving to the cost side, operational cost investments. The same people, other people are asked, what's your best numbers for next year? But everybody knows that this is my only shot at getting access to resources for next year, and some might also remember that 20% cut from last year and that insight and that memory might also do something to the level of numbers submitted. And I can see you're smiling a bit, and a lot of people do. Ula Ojiaku I'm smiling because I'm just kind of thinking of incidents in past, you know, in past organisations that it has happened. You know, you just sandbag it and give a very high number, knowing that there might be a challenge. Bjarte Bogsnes And you're in good company when you're smiling, but at the same time, I mean, this is actually quite a serious problem, not just because it destroys the quality of numbers, but even more because it actually stimulates behaviour, which I would call at least borderline unethical. The road-balling, the gaming, the sandbagging, the resource hoarding, I mean, all the kind of behaviours that we wouldn't like to see between colleagues. At the same time, I'm not blaming anyone for behaving like this, right? Because then people are just responding to the system we have designed for them to operate in. So if we want to change behaviours, it's not about fixing people, it's about fixing systems, which again, will change behaviours. So that's the problem, three different purposes in one process, in one set of numbers. Fortunately, there is a very simple solution. We can still, and in many cases, should still do these three things, but we should do them in three different processes because these are different things. A target, that's an aspiration, it's what we want to happen. While a forecast is an expectation, it's what we think will happen whether we like what we see or not, right? Brutally honest, the expected outcome. And last but not least, resource allocation is about optimisation of what is often scarce resources. When we then have separated, then a target can be more ambitious than a forecast, which it typically should be. But the most important thing is that that separation opens up for big and important improvement discussions. We can now improve each of these in ways impossible when it was all bundled in one process and one set of numbers. So we can have great discussions around targets. How do we set better targets that really inspire and motivate people, without people feeling stretched? How can we set targets that are more robust against the volatility, the uncertainty, the complexity, and the ambiguity out there? Forecasting, how can we get the gaming and the politics out to the forecasting? And we don't need a million details here, we are looking at the future. There's uncertainty, which is a big difference on looking at the past through accounting, where details and decimals make sense and is often required. But looking at the future, there is uncertainty and that must have implications. So this isn't a good example of, in this stuff, we have to leave behind that accounting mindset that is applied for describing the past recounting, right? When we look at the future, then we need to accept the ambiguity, the complexity, and not just accept it, but embrace it. And last but not least, resource allocation. How can we find better and more intelligent, more effective ways of managing cost than what a certain Mr. McKinsey could offer us a hundred years ago, under very different circumstances? And this is the important discussion, that separation of purposes that just enables these improvement discussions. And in these discussions, having these discussions that is a kind of not scary organic backdoor into those 12 principles, especially in your leadership, right? Target setting, what really motivates people? Resource allocation, again, do we need detailed travel budgets, if we say we trust people? So, again, it is pure logic. I have yet to meet a CEO, a CFO, that didn't come up with that list of three purposes, didn't understand, when helped a little bit, that that's problematic, and didn't see that there are much better ways when you can improve each one separately. And last but not least, we can also then do something with the cadence, with the rhythm of each one. So now we can organise each of the three: target setting, forecasting, resource allocation, on a rhythm that not just reflects the kind of business we're in, but also the kind of purpose, right. So you would set targets or chase targets much less, I mean, not that often as you would change your forecast, and resource allocation is something that you would do all the time, right. So, and also another beauty of this approach is that when people tell me it's impossible to operate without the budget, then my response is, having explained this, that here we still do what that budget try to do for us, but because we have separated, we can do each one in so much better ways, right? And when people say, well, the bank want a budget, the reason why banks ask for budgets is that they have never really realised that there was something else to ask for. So if you can tell the bank, I won't give you a budget, but I will give you my targets and my reliable forecasts, the bank will be more than happy. So I'm spending a little bit of time on this because it is the more finance-oriented part of Beyond Budgeting, but it is a great way to get started. And I helped so many companies over the years and with the big majority, this is where we started out and what we observe over and over again, is in having those improvement discussions the first year, people are a little bit cautious about how radical shall we be, but then it turns out that things work. And what was scary today is not scary tomorrow because it did work, which means that the appetite for being braver increases, so we typically see that organisations get braver along the way, and when it comes to targets, some, after some years of setting better targets, actually decide to skip targets, right? They realised that they are absolutely able to create direction, create motivation, evaluate performance without traditional targets, some even skip forecasting. I haven't heard anyone skipping resource allocation yet that you need to have, but my point is that people and companies tend to get braver. And a final important message, very few companies that have embarked on a Beyond Budgeting journey go back, very few. I don't need one hand to count the number, and the few who did go back, the reasons fall in two categories. Either a flawed implementation, typically, an unclear, weak case for change, or starting only with rolling forecasting. The other typical reason has to do with a significant change in top management at the very early part of the journey. That's actually something I've experienced myself. Ula Ojiaku Great explanation, Bjarte. So you mentioned, you know, about separating the budget into three distinct parts, the target, the forecast, the resource allocation. Now at the organisations where you've implemented this, did you get any resistance from, you know, the top level leaders, managers, because you know, traditionally whoever has the budget, who controls the money, tends to wield power in any organisation. Was there any resistance? Bjarte Bogsnes Well, I think there has been maybe more fear and confusion than outright resistance, even if the resistance sometimes is hidden behind those two. And of course, one word that keeps coming up over and over again when I discuss Beyond Budgeting with people is the word control, right? The fear, and the context is of course the fear of losing control, but the interesting thing with that word is that, when I ask people to be a bit more specific to define what they mean with control, after people have said cost control, actually many go quiet. They struggle with defining what they are so afraid of losing, and that is quite interesting. And if you look at Oxford Dictionary's definition of control, it is the power to influence people's behaviour or the course of events which, again, then for an organisation typically means controlling people and controlling the future. And again, those are the two assumptions that we challenge in Beyond Budgeting, because it is about not trusting people and thinking that the future is predictable and untenable and on control, what I often tell these people is that, yes, you will lose control, but the control that you lose are the bad controls. What you will get more of is good controls, and I wouldn't call that losing control. And one example of a good control in Beyond Budgeting is transparency, right? And let me give you one classical example of how it can be applied, ad this is a real example from a Swiss's pharmaceutical company called Roche, quite big, and they are today on a Beyond Budgeting journey, but some years ago they did a very interesting experiment around travel cost. In the pilot, they kicked out the travel budget, and most travel groups and regulations, and replaced it with full transparency. So with a few exceptions, everybody could see everything. If you travelled, to where did you fly, sleep, eat, cheaper, expensive, open for your colleagues to see and vice versa. And guess what happened with travel costs in that pilot? We'll Go Down Costs came down through a very simple self-regulating control mechanism. This was about tearing up pages in that rules book instead of doing the opposite. At the same time, we need to remember that transparency is a very powerful mechanism. It has to be applied with wisdom. So if it becomes naming and shaming, it doesn't work. And that is why I would always recommend companies to position transparency more from a learning perspective than from a control perspective. I mean, how can we learn from each other if everything is secret? And that control, that shock control effect, you would get in any case as a nice side effect. But again, it must be applied with wisdom. It is fascinating that the biggest fear managers have is to lose control, but what they haven't understood is that a lot of these controls are nothing but illusions of control. Ula Ojiaku That's very interesting. And another thing that I know that some, or if not most of the listeners will be wondering is, okay, you've talked about how, and in your… in both your books… actually the Implementing Beyond Budgeting and your latest one, This is Beyond Budgeting, you did mention something about “you can't get rid of Command and Control via Command and Control”. And in that part of the book, you were saying something that in terms of implementing it - it's something that you recommend the organisations do themselves. Can you elaborate on this? Cause someone, you know, might wonder, is it that you are against getting consulting help? Bjarte Bogsnes So, consultants and Beyond Budgeting. I think what you refer to is, I have a chapter about implementation advice, and one of these is that nobody can do this for you. And what I mean with that, and I explained this in the book, is that, I mean, I'm not saying that companies shouldn't ask for external help, and I'm offering external help, but what they typically should ask for is some inspiration, some guidance on implementation, connections to other companies that have implemented this, but it is not something that an organisation can delegate to consultants. This is not something consultants can do for you. You have to be in the driver's seat, and the more transformation- oriented your ambitions are, the more the executives need to take this role themselves. And I'm saying this because implementing Beyond Budgeting can be anything from a more cautious improvement of finance processes to a radical organisational transformation, and anything in between. And the higher your ambition levels, the higher the ownership in the organisation has to be. When it comes to the consultants, and I also write about this in my book, this is something that has happened just over the last few years, that is that the big consulting companies have gotten seriously interested in Beyond Budgeting. That was not the case before. And the reason for it is that their clients are getting interested, asking for it. And so most of these would like to work with us in some form or shape. Ula Ojiaku Sorry to interrupt, Bjarte. So by ‘us', you mean the Beyond Budgeting Institute)? Bjarte Bogsnes Yeah. Yes. They want to work with the Beyond Budgeting advisory, the Beyond Budgeting Institute. And again, we are not naive. I mean, we come from different places, we might have different agendas here, but at the same time, these companies, they have channels and muscles that we don't have to the same extent, at least not yet. So we have actually decided to say yes to work with them, because we would rather help them and their clients succeed than to stand on the outside and watch them fail, right? So, we have been working, are working with a number of big companies, together with some of these big consulting companies. Ula Ojiaku That's great. And if I may just point to, because you spearheaded this in Statoil, now known as Equinor, and actually this was, I read this in your Implementing Beyond Budgeting book that your approach was based on two principles, no fixed implementation schedule, and no consultants. So how did that work, not having an implementation schedule. Bjarte Bogsnes Well, if we take the first implementation in Borealis back in the mid-nineties where we had a chance to do this, before there was anything called Beyond Budgeting, this company that was partly owned by Statoil, then, I mean, this wasn't an issue because there was no consultants. Even if we had wanted consultants, there was no one to reach out to. So then it was quite easy.  In Statoil, later Equinor, it was more about the fact that I had that implementation experience from Borealis, which kind of, I became some kind of an in-house consultant. And again, as I said, I'm not saying that companies shouldn't use consultants, but you have to use the right ones and use them in the right way. Ula Ojiaku Okay. Thanks for clarifying. Okay, it seems like, you know, Beyond Budgeting would be something that we should seriously consider implementing in our organisation. What else should we be aware of?” Bjarte Bogsnes Well, I think it is important for everybody, also executives to understand that Beyond Budgeting changes work and how you work in a positive way, and for executives, I mean, the role becomes more strategic, more longer term. It's more about coaching, it's less about micromanagement, and maybe most important, there's a new credibility between what is said and what is done, right, which the organisation will notice. When it comes to other functions like finance, it also has a very positive effect. The job becomes much more business-oriented, less annual stunts, more forward-looking, less backwards-looking, more cooperation with other functions like for instance, human resources. And I can't think of a single finance person in Equinor that wants to go back to the old days and the time before 2005. And I think that provides an indication as well. And another key message is that what we have been talking about today, it will happen. It will happen. I don't care if it will be called Beyond Budgeting, or business agility or whatever, that is not important. But in 15, 20 years time, maybe earlier, when we look back at what was mainstream management in 2023, I think we will smile, maybe even have a laugh, just like we today smile about the days before the internet or before the smartphone. And how long ago is that? It's not that long ago. So organisations have a choice here, they can choose to be early movers or vanguards, understanding that you can get just as much competitive advantage out of management innovation as you can get from technology innovation. Or they can choose to be laggards, dragged into this as one of the last ones or anything in between. And every year you wait, competitors will be ahead of you. And I don't think that choice should be very difficult, and again, it should b. easier to make today, when so many organisations are embarking on a Beyond Budgeting journey. It was a bit tougher and a bit more scary 25 years ago when, when this started out, right. But again, it will happen. Ula Ojiaku I'm going to ask you a question I ask all my guests. What books have influenced you and would you recommend to the audience? Bjarte Bogsnes Well, many, many years ago, when I was an ardent budget supporter and believer, I read Maverick by Ricardo Semler, the former CEO of Semco, and I was mind-blown, simply mind-blown. It, kind of yeah, it really, really moved me, even if I kind of didn't have the chance to adopt any of that thinking before, many, many years later. Lately, again, I've mentioned Gary Hamel, and his co-author, Michele Zanini, they have written great books. The last book Humanocracy is a great one, and, a previous one by Gary Hamel, The Future of Management is also a book that I really like and I recall giving that book to the CEO of Statoil quite early on the journey, and he liked it so much that he gave it as a Christmas present to the rest of the executive committee. Ula Ojiaku Thank you, and of course I would add to the list This is Beyond Budgeting. If someone wants to get in touch with you, what's the best way of getting to you? Bjarte Bogsnes Yeah, then I will think about this as getting in touch with us, and when I say us, I mean that there is a core team of five, six people who are kind of driving this. And we have a website called, bbrt.org. That will give you more information about the Beyond Budgeting Roundtable, which is a global network of companies interested in this and individuals interested in this. And that is where you can sign up as company member, individual member. And I also recommend to subscribe to our newsletter, and if you're curious about this guy and all of this then I made that difficult decision a few years ago to leave Equinor, to start Bogsnes Advisory to be able to work full-time with this. And so I have my own small simple website called bogsnesadvisory.com And on bbrt.org you will also find a list of more books that I can highly recommend on this topic. Ula Ojiaku That's great. Are you on social media, Bjarte? Bjarte Bogsnes I am, I'm on LinkedIn, Twitter, and the only thing I write about is this stuff. There are no cats and dogs and grandchildren or anything, so that's why it's highly appreciated if somebody wants to follow me. Ula Ojiaku So any final words for the audience in terms of an ask? Is there something you want them to do? Bjarte Bogsnes Reflect a little bit about the risk picture here, because there is a very compelling risk picture, right? If you are afraid that it won't work in your organisation, well, what's really the downside risk? Because if you're right, if it doesn't, you can go back to the old way tomorrow. Not the single soul in the company would've forgotten how to budget as one example, and compare that minimal downside risk with that huge upside potential performance-wise. And I'm saying when this is working, not if it's working, as we have seen in so many organisations. So a very compelling risk picture. I think that is worth reflecting on as well. Ula Ojiaku Well, it's been great speaking with you, Bjarte. Thank you so much for those wise words and the advice, and I would again say to you, the audience, please go grab your copy of Bjarte's book, This Is Beyond Budgeting, which is now out. And I hope we'll definitely have another opportunity to have a conversation and speak about Beyond Budgeting, since you don't want to talk about any other thing. Anyway, so thank you again, Bjarte. It's a pleasure having you on. Bjarte Bogsnes Thank you, Ula. Thank you very much for the invitation. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

I dagens episode snakker jeg med lege og spesialist i stressmedisin Bjarte Stubhaug om stress, nerveystemet, utmattelse, hvordan stress påvirker fysiologien vår, om mestring og mye mer. Dette er noe av det mest spennende jeg vet om, og jeg håper du kommer til å synes dette er like spennende som meg! Alt godt, AnnetteFølg meg gjerne på:instagram.com/dr.annettedragland facebook.com/legeromlivet. Nyhetsbrev: https://www.annettedragland.no/Få bonusepisoder og støtt podcasten på https://podcasts.apple.com/no/podcast/leger-om-livet/id1539212619 eller https://www.annettedragland.no/offers/wzwt7oTe/checkout.Disclaimer: Innholdet i podcasten og på nettsiden er ikke ment å utgjøre eller erstatte profesjonell medisinsk rådgivning, diagnose eller behandling. Søk alltid råd fra legen din eller annet kvalifisert helsepersonell hvis du har spørsmål angående en medisinsk tilstand. Hosted on Acast. See acast.com/privacy for more information.

Bio  Evan is the Founder and CEO of the Business Agility Institute; an international membership body to both champion and support the next-generation of organisations. Companies that are agile, innovative and dynamic – perfectly designed to thrive in today's unpredictable markets. His experience while holding senior leadership and board positions in both private industry and government has driven his work in business agility and he regularly speaks on these topics at local and international industry conferences.    Interview Highlights  01:10 Nomadic childhood  08:15 Management isn't innate  14:54 Confidence, competency and empathy  21:30 The Business Agility Institute  31:20 #noprojects  Social Media/ Websites:           LinkedIn: https://www.linkedin.com/in/evanleybourn/          Facebook: https://www.facebook.com/eleybourn          Twitter: @eleybourn          Websites: o   Business Agility Institute https://businessagility.institute/  o   The Agile Director (Evan's personal site): https://theagiledirector.com/          Books/ Articles                   #noprojects: A Culture of Continuous Value by Evan Leybourn and Shane Hastie https://www.amazon.co.uk/noprojects-Culture-Continuous-Value/dp/1387941933          Directing the Agile Organisation: A Lean Approach to Business Management by Evan Leybourn https://www.amazon.co.uk/Directing-Agile-Organisation-approach-management-ebook/dp/B01E8WYTQ6          Out of the Crisis by W. Edwards Deming https://www.amazon.co.uk/Out-Crisis-Press-Edwards-Deming/dp/0262535947          The Goal by Eliyahu Goldratt https://www.amazon.co.uk/Goal-Process-Ongoing-Improvement-ebook/dp/B002LHRM2O          Sooner, Safer, Happier by Jonathan Smart, Jane Steel et al https://www.amazon.co.uk/Sooner-Safer-Happier-Antipatterns-Patterns/dp/B08N5G1P6D          Dare to Lead by Brene Brown https://www.amazon.co.uk/Dare-Lead-Brave-Conversations-Hearts/dp/1785042149          Article: Evan's Theory of Agile Constraints https://theagiledirector.com/article/2017/04/27/evans-theory-of-agile-constraints/ Episode Transcript  Ula Ojiaku (Guest Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku  I am honoured to have with me Evan Leybourn, he is the founder and CEO of the Business Agility Institute, an international membership body that champions and supports the next generation of organisations. I am really, really pleased to have you here. Thank you for making the time Evan.  Evan Leybourn  Thank you Ula, I'm looking forward to this.  Ula Ojiaku  Awesome, now, so I always start with my guests and I'm very curious to know who is Evan and how did you evolve to the Evan we know right now today?  Evan Leybourn  I suppose that's a long one, isn't it? So I'm Australian, I was born in a small country town in the middle of nowhere, called Armadale, it's about midway between Sydney and Brisbane, about 800 kilometers from both, about 200 kilometers inland, and moved to Sydney when I was fairly young. Now I've spent my entire childhood moving house to house, city to city. So  the idea of stability, I suppose, is not something that I ever really had as a child. I'm not saying this is a bad thing. I don't, I had as good as childhood as any, but it's, I love moving, I love new experiences and that's definitely one of the, I think drivers for me in, when I talk about agility, this idea that the world changes around you. I think that a lot of that early childhood just, disruption, has actually put me in a pretty good place to understand and deal with the disruption of the world and then so, well, we've got COVID and everything else right now. So obviously there is a big, there are issues right now, and disruption is the name of the game. I started my career as a techie. I was a systems administrator in Solara Systems, then a programmer, and then a business intelligence data warehousing person. So I've done a lot of that sort of tech space. And, but you mentioned like the Business Agility Institute and this is the organisation I work now, but probably have to go back to 2008 when, I've been using agile, capital A agile, Scrum and XP, primarily a little bit of FDD in a data warehousing business intelligence space. And in 2008, I got promoted to be an executive in the Australian Public Service. And this was, I think, my first exposure to like, before that I'd run teams, I'd run projects, I knew how to do stuff. And like being a first level leader or project manager, it's, everything is personal. I don't need process, I don't need all those things that make organisations work or not work as the case may be, because when you've got seven people reporting to you, like that's a personal form of management.  So when I became a director, this was, I think, my first exposure into just how different the world was when, well the world of business was. And, I'll be blunt, I wasn't a good director. I got the job because I knew what to do. I knew how to, like, I could communicate in the interview how to like, build this whole of governments program, and that isn't enough. I had this assumption that because I was good at X, I would be good at being a leader of X and that's not the case. And so I actually, there's a concept called the Peter principle, being promoted to your level of incompetence. And that was me. I, it's, that's literally, I didn't know what I was doing, and of course, no one likes to admit to themselves that they're a fraud. It took my boss at the time to tell me that I was arrogant, because, and, and that actually hurt because, it's like, I don't see myself as arrogant, it's not part of my mental model of myself. And so, that push, that sort of sharp jab at my ego, at my sense of self was enough to go, hang on, well, actually, maybe I need to look at what it means to be a leader, what it means to create that kind of skillset, and I had this idea at the time that this thing that I'd been doing back as a techie called agile, maybe that might help me with, help me solve the problems I was facing as an executive – coordination, collaboration, not amongst seven people, but amongst like five, six different government agencies where we're trying to build this whole of government program and long story short, it worked. And this was sort of my first ‘aha moment' around what we sort of now would call, or what I would now call business agility, though definitely what I was doing back in 2008 was very, a far cry from what I would think of as good business agility. It was more like agile business, but that's what sort of set me up for the last, almost 15 years of my career and helping and advocating for creating organisations that are customer centric with employee engagement, engaged people, that idea of, we can be better if we have, take these values and these principles that we hold so dear in a technology space and we make that possible, we make that tangible in a business context. So it's a bit rambly, but that's kind of the journey that got me to where I am.  Ula Ojiaku  Not to me at all. I find it fascinating, you know, hearing people's stories and journeys. Now, there's something you said about, you know, you, weren't a good director, you knew how to do the work, but you just didn't know, or you weren't so good at the leadership aspects and then you had a wake up moment when your boss told you, you were coming off as arrogant. Looking back now and knowing what you now know, in hindsight, what do you think where the behaviours you were displaying that whilst it wasn't showing up to you then, but you now know could be misconstrued as arrogance?   Evan Leybourn  So let me take one step. I will answer your question, but I want to take it one step before that, because I've come to learn that this is a systemic problem. So the first thing, I shouldn't have been given that job, right. Now, do I do a good job? Eventually, yes, and I grew into it, and I'm not saying you need to be an expert in the job before you get it. Learning on the job is a big part of it, but we as a society, see that management is innate. It's something that you have, or you don't, and that's completely wrong. You don't look at a nurse or a doctor or an engineer and think, I can do their job. No, you think if I go to university and train, I can do that job. I don't think we look at a janitor and go, I can do their job without training. And a janitor is going to receive on the job, like it might be a couple of days, but they're going to receive on the job training. There was a study by, I think it was CareerBuilder, 58% of managers receive no training. We just have this assumption that I'm looking at my boss, I can do their job better than them. And maybe you can, but better isn't the same as good. Like, if they've reached their levels in competence, yes, you could probably be better, but not good. And so I think the skills of management are, it's an entirely different skillset to what, the thing that you are managing. And so I was good at, I was Director of Business Intelligence, so I was good at business intelligence, data warehousing systems. I didn't have the skills of management, no, running a thirty-five million dollar P&L, coordinating multiple business units, building out those systems and actually designing the systems that enabled effective outcomes. And so I think, I'm going to touch on two things. The first is, people and I, definitely, should have invested in learning how the skills of management before I became a manager. Not so that you're perfect, not so that you're an expert manager before you start, because you will learn more on the job than you ever will, from anything before you, before you do that job. But I didn't, it's the, I didn't know what I didn't know. I didn't know I was a bad manager. I was completely blind to that fact. I knew that outcomes weren't happening and that I was struggling, but half the time, it's a, why won't people listen to me? Why wouldn't they do what I say? Right, which, okay, yes, definitely not servant leadership material, but I didn't even know servant leadership was a thing. Right, so that's the point. At a minimum, I should have known what it took to be a manager, the skills that were going to be required of me. I should have made some investments in building that before I took that job, which is now the second point as to, they shouldn't have given me the job. And, again, this goes to that systemic problem.  I forget who like, there was like a Facebook, like, or a Reddit, like screenshot tweet, meme thing. And I saw it like six or seven years ago, and it stuck with me ever since. It was ‘God save us from confident middle-aged white men'. And I wasn't middle-aged, I was the youngest director in the public service at the time, but I definitely was confident. And for those of you not watching the video, I am white. So, the privilege and the assumption, I carried confidence into the interview, of course I can do the job, I run this team, I know how to do, like I know business intelligence and I know how to design business development systems, and it's like, sure it's a different scale, but it's the same thing. And because I came across as confident, because I thought I could do the job. I thought it was just what I was doing before, plus one, right. But it wasn't, because sure, I could do the plus one part, but that was 30% of the role. I was completely missing everything else. And so that's that other systemic problem, which I have learnt, sadly, over the last decade and a half, in terms of just, we overvalue confidence, then empathy, we overvalue confidence over skill. And I had one, I was empathetic. I didn't have, and, but I was weak at the skills, the management skills, I should have had all three, competence, confidence and empathy, but we value in interviews, as hiring managers, we interview confidence a lot more than the other two. And that is, I think the, one of the real systemic problems we have in the world, especially in tech, but just generally in the world.  Ula Ojiaku  Awesome. I mean, I was going to ask you, you know, what were those skills, but you've kind of summarised in terms of competence, confidence and empathy. So, well, I'm glad to hear the story had a happier ending, because you definitely changed course. So now knowing, again, what you now know, and you're speaking to Evan of 2008, what are the things, before going for that job, would you have told him to skill up in to be prepared for management?   Evan Leybourn  So, let me get very specific. So confidence, competence, empathy for me, those are the, so  this is something that I came up with, or I don't know where this idea emerged from, it's something that I've carried with me for the better part of a decade. For me, those three attributes are my measures of success. If I can have all three, that's what can make me successful. Now in terms of, going deeper than some of the specific skills that we need, that I needed, so the first one, emotional intelligence. Now, I know that's broad and fuzzy, but there were many times, and many times since I'm not saying I'm perfect and I'm not perfect now. This last week, there have been challenges where it's like I've misobserved, and I wish I had seen that, but being able to understand when you're not hearing somebody, when they're talking to you and you're listening, but not hearing, and so the emotional intelligence to sort of read and understand that there's a gap, there's something missing between what is being said and what is being processed up there in the little grey cells. The other one that, a couple, I'll call it emergent strategy. So, this idea of the three-year plan is completely ridiculous, it's been wrong for 30 years, but we don't develop enough of the counter skill, which is being able to take an uncertain environment, where there's insufficient information and ambiguity, make a decision, but design that decision with feedback loops so that, you know the decision is probably, right, that strategic decision is probably wrong, so rather than sort of run with it for three months and then make another decision, it's designed with these feedback loops, so it's, the next decision is better because you, it's the whole strategic system is designed to create those loops. And that was a key skill that I was missing, in that, this is the government, like I was a Prince 2 Project Manager, an MSP programme manager. I knew how to build the Gantt charts, and I was also an agilest, like I've been doing Scrum for the past five years, but like Scrum at a team level and agility at a business level was not something that many people had even thought about. And so, all of the programme level strategy was not agile. Again, this is 2008, and so we had this,  if I had known how to build an emergent, adaptive strategy, a lot of the challenges, the systems level challenges would have been resolved. And I could go a long time, but I'll give you one more.   So, I'm going to say communication, but not in the way that I think many people think about it. It's not about like conveying ideas or conveying messages, but it is that empathetic communication. It goes with that emotional intelligence and so forth, but it's the ability to communicate a vision, the ability to communicate an idea, and intent, not just the ability to communicate a fact or a requirement, like those are important too, but I could do those, but I had a large teams of teams across, not all of them reported to me, this was a whole government program. So there were people who reported to the program, but their bosses were in a completely different company, government department to me. And so I needed to learn how to align all of these people towards a common vision, a common goal beyond just a here's your requirements, here's the Gantt chart for the program. Please execute on this 1, 2, 3, 4, 5, right, which, sure, they did, but it's, they would, what's the saying? I think it was Deming, give someone a measurable target and they will destroy the company in order to make it. And you give them these, it's like, they will do like what that Gantt chart says, even if the world changes around them and it's the wrong thing to do, and we know, we've learned a lot better as a world, the idea of program level agility is pretty standard now, but 2008, it definitely, wasn't definitely not in government, definitely not in Australia. So, if I had been able to communicate intent and vision and get them aligned to that vision, and not just aligned to a Gantt chart, we would have been a lot more successful, we'd have a lot more buy-in, a lot more engagement. So, there's more, a lot more, but those would be, I think, some of the three that I would say really, really learn before you get the job.   Ula Ojiaku  Well, thanks for that. I'd like to just dive in a bit more, because you said something about the designing, you would have benefited if you knew how to design, build and adapt, that adaptive emerging strategy. How do you do that now? What's the process for doing this?   Evan Leybourn  So let me jump to the present. So, I run the Business Agility Institute. We're a fiercely independent advocacy and research organisation. We've been around for about four years, we don't do consulting, we're funded by our members primarily. Now, one of the very first publications that we put together was something called The Domains of Business Agility. It's not a framework, it doesn't tell you how to do it, it's not like Scrum or SAFe or Beyond Budgeting. Actually, Beyond Budgeting is not quite, if Bjarte heard me call Beyond Budgeting a framework, I'd be in trouble. It's, I think of it, I call it the ‘don't forget' model, because if you're going to change an organisation, these are the domains that you can't forget. The customers at the centre. Around that I would call the relationships, the workforce, your external partners, your vendors and contractors and suppliers, and your Board of Directors, because they represent ownership of the business. Around that are the nine, what I think of as ‘what's domains', right? These are the things that you need to focus on, right, there's leadership domains, individual domains, and so forth. One of them is strategic agility, otherwise known as adaptive strategy or emergent strategy. Now, one of the reasons that is one of the core domains of business agility and has been since 2018, I think, when we first published this, is because this is one of the fundamental capabilities for an organisation to not survive, but to thrive in uncertainty. Now, there are different approaches and, like, there's a whole bunch of different frameworks and approaches to BS, like four quadrant matrixes and tools and canvases. I'm not going to go to any of that, because A, all the tools are fine, right. So, find the one that works for you, Google will be your friend there, but what I want to do is, however, just look at what the characteristics of all those tools, what do they have in common? And I mean, I do that by really telling a little bit of a story. We, one of the things that we run is the Business Agility Conference in New York. It did run every March in New York city until 2020, well actually it ran in 2020. I know the exact date COVID was declared a pandemic because I was literally onstage, because I had to tell our delegates that this was now officially a pandemic, and if you needed to leave early to get flights and so forth, because we had delegates from Denmark and Switzerland, then please feel free to leave and all that kind of thing. Now, this isn't about the conference, but it's about what was happening before the conference. So you had this emergent problem, COVID-19, starting in China, hitting Italy, and I think it was like February 28 or March 1st, thereabouts, the first case hit in America, and it was California, I think it was Orange County, it was the first case. And what happened was we started to see companies change. Now, I describe it, well, sorry, these aren't my words, I'm stealing this from a comic I saw on Facebook at the time, we saw companies responding and companies reacting. Now, this is the difference between strategic agility and non strategic agility. So what was happening, so the first company pulled out from the conference, travel ban, our people can't attend. Within a week we'd lost about 50% of our delegates, right. Now, remember all we know at this point, this isn't the COVID of today, right? All we knew was there was a disease, it was more contagious than the flu, it was deadlier than the flu and it had hit America, right. We didn't know much more than that. We certainly didn't imagine it would be two years later and we're still dealing with it. I remember thinking at the time it's like, all right, we'll have a plan for like September, we'll do something in September, we'll be fine by then, and a famous last words. But companies had to make a decision. Every company didn't have a choice, you were forced to make a decision. Now, the decisions were, like, do I go to a conference or not? Right. Do I ban travel for my employees? Do we work from home? But that decision came later, but there was a first decision to make and, you know what, there's no, there was no difference between companies, those companies that responded and reacted made the first decision the same, right. It's what came next, right. Those companies that were reacting, because every day there was something new that came up, a new piece of information, more infections, a new city, new guidance from the World Health Organisation or the CDC, and companies had to make decisions every single day. And those that were reacting, took the information of the day and made the decision. Those that were responding, took the decision they made yesterday, the new information, looked at the pathway that was emerging, that's that emergent strategy out of it and made the next decision. And so those strategic decisions that they were making as an organisation were built on the ones that came before, rather than discreet decision after decision after decision after decision. And so what ended up happening is you had those companies who were able to build a coherent strategy on insufficient information that grew and adapted and emerged as new information emerged, were better able to respond to the pandemic than those that were chaotically making decisions. And you could see that in something as simple as how quickly they could start working from home, or how quickly they made the decision to work from home, because those that responded, they had this thread of strategy, and so they were able to make the decision to work from home much faster, and then they were able to execute on that much faster. Whereas those that were not, did not. And I think of this as going to the agile gym, or business agility gym, no company was prepared for the pandemic. No company had a strategy paper of, if there's a worldwide pandemic, these are the things that we're going to do. But those companies that have practiced emergent strategy, right, in their product, in how they engage with the marketplace, they'd sort of, they'd taken concepts like lean startup and adopted some of those practices into their organisation. Those who had been to the agile gym, they knew how to respond. They weren't prepared for the scale of pandemic, no one had done emergent strategy at that scale, but they knew, they had the muscle memory, they knew how to do it, and so they just scaled up and operated in that new context. And it's like literally going to the gym, it's, if I build up my muscles, I mean, I definitely don't go to the gym enough, but if I did, right, I could lift more weights. So if a friend goes, hey mate, can you help me move a fridge, right, I'm able to do that because I have the capabilities in my body to do that. If I don't go to the gym, which I don't, not enough, right, and my mate goes, hey, can you help me move a fridge? It's like, I can help, but I'm not going to be that much help. It's, I'll stop it from tilting, right. I'm not going to be the lifter, right. So, the capabilities of that business agility enabled that emergent strategy or the responsiveness during a pandemic, even though no one was prepared for it. And that's kind of really what I see as organisations as they adjust to this new world.  Ula Ojiaku  Now you have this book, actually you've authored a couple of books at the very least, you know, there's #noprojects – A Culture of Continuous Value and Directing the Agile Organisation: A Lean Approach to Business Management Which one would you want us to discuss?   Evan Leybourn  So #noprojects is the most recent book, Directing the Agile Organisation is definitely based on my experience, it's drawing upon that experience back in 2008, I started writing it in 2009. It is out of date, the ideas that are in that book are out of date, I wouldn't suggest anyone reads it unless you're more interested in history. There are ideas, so sometimes I'll talk about the difference between business agility and agile business, where business agility is definitely, it's creating this space where things can happen properly through values and culture and practices and processes. But also it's very human, it's very focused on the outcomes, whereas agile business is more, how do we apply Scrum to marketing teams? And so my first book is unfortunately much more agile business than business agility.   Ula Ojiaku  Okay, so let's go to #noprojects then. There is a quote in a review of the book that says, OK, the metrics by which we have historically defined success are no longer applicable.  We need to re-examine how value is delivered in the new economy. What does that mean, what do you mean by that?   Evan Leybourn  So, the reason I wrote the #noprojects book, and this predates the Institute. So, this is back when I was a consultant. I've run a transformation programme for a large multinational organisation and their project management process was overwhelming. Everything was a project, the way they structured their organisation was that the doers were all contractors or vendors, every employee was a Project Manager. And so what ended up happening was they've got this project management process and it would take, I'm not exaggerating nine months, 300 and something signatures to start a project, even if that project was only like six weeks long. There were cases where the project management cost was seven to eight times the cost of the actual execution. Now that's an extreme case, certainly, and not all were that ratio, but that was kind of the culture of the organisation, and they were doing it to try and manage risk and ensure outcomes, and there's a whole bunch of logical fallacies and business fallacies in that, but that's another matter altogether, but what was happening is they were like, I'm going to focus in on one issue. I said there were many, but one issue was they valued output over outcome. They valued getting a specific piece of work, a work package completed to their desired expectations and they valued that more than the value that that work would produce. And I've seen this in my career for decades, where you'd run a project, again, I used to be a Project Manager, I'm going back like Prince2, you've got this benefits realisation phase at the end of the project. The Project Manager's gone, the project team is gone, the project sponsor is still around, but they're onto whatever's next. Half the time benefits realisation fell to the responsibility of finance to go, okay, did we actually get the value out of that project? And half the time they never did it, in fact more than half the time they never actually did it. It was just a yes, tick. And for those of you who have written business cases, the benefits that you define in the business cases are ridiculous half the time, they pluck it from the air, it's this bloody assumption that, hey, if we do this, it'll be better. I've seen business cases where it's like, we will save $10 million for this organisation by making like page reloads, half a second faster. So every employee will get three minutes back in their day, three minutes times how many employees, times how average salary equals $10 million. It's like how are you going to use that three minutes in some productive way? Is that actually a benefit or are you just trying to upgrade your system, and you're trying to convince finance that they need to let go of the purse strings so that you can do something that you want to do. So if we actually care about the value of things, then we should be structuring the work, not around the outcome, sorry, not around the output, but around the value, we should be incrementally measuring value, we should be measuring the outcome on a regular basis. Agile, we should be delivering frequently, measuring the value, and if we're not achieving the value that we're expecting, well, that's a business decision, right. What do we do with that piece of information? And sometimes it may be continue, because we need to do this, other times it may be, is there a better way to do this? And once you're locked into that traditional project plan, then sure, you might be agile inside the project plan, you might have sprints and Scrum and dev ops and all that kind of stuff, but if you can't change the business rationale as quickly as you can change the technology like the sprint backlog, then what's the point?  Ula Ojiaku  So you mentioned something and I know that some of the listeners or viewers might be wondering what's business outcome versus output? Can you define that?   Evan Leybourn  So, there is a definition in the book, which I wrote like six years ago. So I'm going to paraphrase because I don't remember exactly the words that I wrote, but an output is the thing, the product, the tangible elements of what is created, right. In writing a book, the output is the book. In this podcast, the output is the recording, the podcast that we're doing right now, the outcome and the impact is what we want to achieve from it. So, the output of the podcast is we have a recording, but if no one listens to it, then why? The outcome is that, well, the ultimate outcome is changing hearts and minds. Well, at least that's why I'm here. We want to create some kind of change or movements in, well in your case with your listeners, in the case of the book, the readers, we want to create a new capability, a new way of looking at the world, a new way of doing things. And so the outcome is, hopefully measurable, but not always. But it is that goal, that intent.   Ula Ojiaku  Exactly. So, I mean, for me, outcomes are like, what they find valuable, it's either you're solving and helping them solve a problem or putting them in a position, you know, to get to achieve some gains. Now let's just, are there any other books you might want to recommend to the audience, that have impacted you or influenced you?  Evan Leybourn  Yep. So I'm going to recommend three books. Two are very old books. So the first book is Deming, or actually anything by Deming, but Out of the Crisis is probably the best one, the first one, otherwise The New Economics. Deming is coming out of lean and manufacturing and the Japanese miracle, but he might've been writing in the eighties, seventies, but it's as agile as it gets, right. His 14 points for managers reads like something that would emerge from the Agile Manifesto, right. So I definitely love, I will go to Deming quite regularly in terms of just great concepts and the articulation of it.  The other book that I recommend for the idea, I have to admit it's a bit of a hard read, is The Goal by Eliyahu Goldratt. The Theory of Constraints, and if you Google Evan's Theory of Agile Constraints, and I think we're almost out of time, so I don't really have time to talk about it, but it's the Theory of Constraints, both in a practical sense as to how you actually optimise a process, but it also applies when you're looking at it from a holistic metaphorical standpoint, because I like to say, there is a constraint to agility in your organisation. You're only as agile as your least agile function, and it's not it IT software anymore, it's some other part of your business. You might have a sprint that can create a potentially shippable product increment every two weeks, but if it takes you three months to get a hiring ticket, or nine months get a budget change approved or six weeks to, until the next project control board, you're not, your agility is not measured in weeks. Your agility is still measured in months. Yeah. So Theory of Constraints, the book's a bit hard to read, it's definitely dated, but the concept is so powerful.   Evan Leybourn  So the last one that I'm going to recommend is, Sooner Safer Happier by Jon Smart. It's a relatively recent book. I, it's the book I've read most recently, which is partly why it's on the top of my mind. It is a very powerful, it really touches to the human sense of agility. It's in the title - Sooner Safer Happier, sooner is a technical value, right. Safer, happier, right? These are more than that, these are human values, these are human benefits. I know I said  three, but I'm just going to add a fourth, one more for the road. It comes to what I was talking about early in terms of my own experiences as a leader. And the book didn't exist at the time, but Dare to Lead by Brené Brown. Growth mindset is a bit of a buzzword these days, and there are definitely more mindsets than just growth and fixed. There are different kinds of mindsets that we hold, but just as a way of getting people to understand that you don't have to have all the answers, that you don't have to be right. So the reason I was arrogant, I was called arrogant by my boss at the time was because I didn't have a growth mindset. I didn't know I was wrong, or I didn't know what I didn't know. And it took some poking to make myself realise that I need to open up and I needed to be willing to learn because I didn't have all the answers. And the assumption that as a manager, as a leader, you're meant to have all the answers is a very toxic, cultural, systemic problem. So I think Brené Brown and the growth mindset work Dare to Lead is such a powerful concept that the more we can get people sort of internalising it, the better.  Ula Ojiaku  So thank you for that. How can the audience engage with you? Where can they find you?   Evan Leybourn  Yep. So, LinkedIn is probably the easiest way. I'm just Evan Leybourn, I think I'm the only Evan Leybourn on the planet, so I should be fairly easy to find. Otherwise, look at businessagility.institute We have a very comprehensive library of case studies and references, research that we've published, the models, like the domains that we have a new behavioural model that's coming out fairly soon, and you can always reach me through the Business Agility Institute as well.   Ula Ojiaku  Okay. And for like leaders and organisations that want to engage with the Business Agility Institute, would there be any, are there any options for them, with respect to that?  Evan Leybourn  So individuals can become individual members, it's 50 bucks a year, that's our COVID pricing. We cut it by 50%, at the beginning of COVID, because a lot of people are losing their jobs and we wanted to make it possible, easier for them to maintain as members. That gives you access to like, full access to everything. We publish books as well, so you can actually download full eBooks of the ones that we've published, and also obviously supports us and helps us grow and helps us keep doing more. We are however primarily funded by our corporate members, so it's what we call journey companies, those companies who are on the journey to business agility. So TD bank and DBS bank, for example, are two of our members, Telstra in Australia. So there is value in corporate membership and I'm not going to do a sales pitch if you are, if you want to know more, reach out to me and I'll definitely give you the sales pitch.  Ula Ojiaku  Awesome. Well, thank you so much. These will be in the show notes, and I want to say thank you so much, Evan, for making the time for this conversation. I definitely learned a lot and it was a pleasure having you here.   Evan Leybourn  Thank you. I really appreciate being here.   That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Think classical music is boring? Guess again! Bjarte Eike and his Barokksolistene project have been making waves in the classical (well, technically Baroque, but you all know what I mean...) music scene through his audacious performances which dare to make this music fun and relevant to modern audiences, resulting in an incredibly charming fusion of baroque, folk, and jazz styles. Bjarte Eike's approach to baroque performance breathes new life into this old music tradition while staying true to its essence - an incredibly difficult feat to achieve!Join me in learning about Bjarte's journey as a baroque musician and his work with both his 2017 Alehouse Sessions and the new 2022 follow-up Playhouse Sessions to gain a new perspective (and dare I say appreciation!) on this near-ancient, yet timeless, music.Support the show

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Dagens frokostgjester er Bård og Vegard Ylvisåker som sammen med lillebroren Bjarte har laget TV-serien Ylvis i Sogn. Vi snakker om oppvekst og om deres nylige tur til Japan. Samantha er frustrert over familiens skjermbruk og Michael forteller gamle historier fra tiden på havet. Vi mimrer også tilbake til tiden før røykeloven. Episoden kan inneholde målrettet reklame, basert på din IP-adresse, enhet og posisjon. Se smartpod.no/personvern for informasjon og dine valg om deling av data.

One hundred years ago, James McKinsey, the founder of the well known consulting company, published "Budgetary Control" - and his framework was quickly adopted everywhere. But in today's VUCA world, the budgeting process has increasingly become an obstacle as organizations try to increase agility. In this episode of Work Matters, Thomas Bertels welcomes Bjarte Bogsnes. A pioneer of the Beyond Budgeting movement, he headed up its implementation at Equinox and Borealis. Bjarte is the founder of Bogsnes Advisory, winner of a Harvard Business Review/McKinsey Management Innovation award, and author of "Implementing Beyond Budgeting - Unlocking the Performance Potential." In our discussion, Bjarte shares the principles, advantages, best practices, and challenges to implementing Beyond Budgeting from his decades long journey.

Om en av norsk idretts mest respekterte utøvere og mennesker. Om hvorfor det er slik. Om pålitelighet. Ærlighet. Og tilstedeværelse. Om lagbygging som koster. Om en oppsiktsvekkende evne til å snu den mørkeste motgang til det mest kraftfulle og fine i livet. Om nesten-landslagets opptur. Om å vinne mot kreften. Om en misjonserklæring om hva livet etter idretten skal bestå i. Om å jobbe med hver dag med å elske hverandre innenfor husets fire vegger. Om idrettens kraft og hva som skaper minner. Og mye mer.

"Enebarnet" vokste opp med fostersøsken fra hele verden. Det satte tydelige avtrykk i artistens musikalske DNA. Hør episoden i appen NRK Radio

Bjarte Aarland, 45, says he's always had pride in being Korean. Even if standing out for being different in western Norway wasn't valued in wider society. Aarland talks about the complexity for many Korean adoptees in Norway, a country descendant from Vikings. And of being asked the ultimate question by his biological family: Was his adoption worth it?

Bjarte prater med  den kjente forfatteren og samfunnskritikeren Os Guinness

One of the biggest barriers to growth and innovation is the overhang of the corporate budgeting process. Bjarte Bogsnes, Chairman of the Beyond Budgeting Institute and implementation head at Equinor, Scandinavia's largest company, has a better idea. Get beyond rote, mind-numbing budgeting processes and create flexible, changeable structures that allow your company to actually use the new strategy playbook. --- Send in a voice message: https://anchor.fm/thoughtsparksritamcgrath/message

Kyrre lurer på hvordan det går med Bjarte om dagen. Bjarte svarer.