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Post-Merger Integration of Mannvit into COWI
The post-merger integration of the Icelandic engineering consultancy Mannvit into COWI’s operations focused on aligning operational systems, IT, HR, and company cultures while maintaining strategic coherence. The process, despite facing challenges related to cultural integration and operational differences, led to improved financial performance, enhanced client satisfaction, and successful employee retention. The results highlighted the importance of strategic leadership and customized integration approaches in achieving long-term success.
Role
Senior Vice President and Post-Merger Integration Officer
Project Duration
August 2022 – August 2024
Objective
To successfully integrate the operations, systems, and cultures of the recently acquired Mannvit, based in Iceland, into COWI’s existing business structure, ensuring smooth transitions, operational excellence, revised go-to-market strategy, and long-term synergy.
Project Background
In 2023, COWI acquired Mannvit, a 250-engineer professional service provider located in Iceland. As part of the
acquisition strategy, it was crucial to seamlessly integrate the new entity into COWI’s business operations while
maintaining operational efficiency and aligning with COWI’s corporate values and objectives.
Key Responsibilities
Strategic Leadership: Led the post-merger integration process, managing cross-functional teams to align Mannvit’s operations with COWI’s strategic goals. Operational Integration: Mapped out the integration of operational processes, including project model, contracting, IT systems, HR, go-to-market strategies and internal communication to ensure coherence across both companies. Change Management: Developed and implemented change management strategies to facilitate a smooth cultural and operational transition for the employees of Mannvit. Stakeholder Management: Managed communication with key stakeholders, including employees, senior executives, and partners, to ensure transparency and alignment throughout the integration process. Risk Mitigation: Identified potential risks associated with the merger and devised mitigation strategies to minimize disruption to business operations. Performance Optimization: Established benchmarks and KPIs to measure the success of the integration, aiming for keeping momentum in revenue and earnings while integrating with COWI and setting the path for growth in COWI’s prioritized service areas: Infrastructure, Buildings and Sustainable Energy.
Challenges
Cultural Integration: Managing cultural differences between the two organizations while ensuring employee retention and satisfaction. Operational Discrepancies: Aligning differing operational structures and systems between COWI and Mannvit. Geographical Factors: Navigating the logistical challenges of integrating a company based in Iceland into COWI’s international operations.
Solutions and Strategies
Custom Integration Plan: Designed a tailored integration plan that addressed both the specific operational needs of Mannvit and COWI’s broader business objectives. Cross-Functional Collaboration: Formed cross-functional teams from both companies to ensure comprehensive integration of systems, workflows, and cultures. Employee Engagement Initiatives: Created initiatives to engage employees from both entities, fostering collaboration and facilitating a unified company culture. Technological Synergies: Streamlined IT infrastructure to enhance communication and operational efficiency between the Icelandic operations and COWI’s existing business.
Results and Impact
Performance: Performance in the market, as well as financial performance, outperformed the original business case for the acquisition. Clients: Local clients have welcomed COWI ownership and significant wins have been achieved People: Employees and local leadership team have welcomed being a part of COWI Group.
Conclusion
The successful integration of Mannvit into COWI’s operations demonstrated strong leadership and strategic planning. The project resulted in a cohesive business unit that met COWI’s objectives of expansion, profitability, and long-term sustainability. This experience underscores the ability to manage complex mergers and post-acquisition integrations.
Initiating and Co-driving the Formation of Global Advisory and Society & Utilities Units; and Leading Society & Utilities through its First Two Years
The formation of Global Advisory and Society & Utilities units was initiated and co-driven in response to the challenges posed by the COVID-19 pandemic. This strategic reorganization aimed to ensure resilience in both international and domestic operations. Global Advisory was designed to focus on large-scale global projects, while Society & Utilities brought together 650 professionals to address sustainability and environmental challenges in Denmark. The process involved driving the strategic vision, laying the groundwork for both units, and leading Society & Utilities through its first two years. During this period, efforts were made to foster collaboration, set ambitious financial targets, and manage the unit remotely due to the pandemic. While the goal of doubling earnings was not fully achieved, significant progress was made, positioning Society & Utilities as a leader in sustainability, climate adaptation, and urban development. This case demonstrates the ability to successfully manage complex reorganizations, foster innovation, and achieve strategic goals in challenging environments.
Role
Senior Vice President, Society & Utilities Units
Project Duration
2020 – 2022
Objective
To initiate and drive the formation process for two new business units—Global Advisory and Society & Utilities—after the COVID-19 lockdowns and lead the newly formed Society & Utilities business unit through its first two years, focusing on delivering sustainable solutions within water, environment, planning, and economics.
Project Background During the COVID-19 pandemic, COWI’s international business, particularly in regions like Africa, faced significant challenges due to travel restrictions and the limitations on in-person collaboration. Despite these obstacles, demand for services in the Water & Environment and Planning & Economics business units remained strong. Faced with the potential downsizing of international business operations, I initiated a process to reshape the organization, aiming to create a more focused and resilient structure for global and domestic operations. As a result of this initiative, I worked with leadership to combine the international segments of Water & Environment and Planning & Economics into a new unit, Global Advisory, which was tasked with handling large-scale global projects. Simultaneously, the Danish segments were merged into Society & Utilities, a new unit composed of around 650 professionals working on sustainable projects in water, environment, planning, and economics. I played a key role in suggesting and co-driving the strategic vision, advocating for the reorganization, and laying the groundwork for the establishment of these two new units. I then took on the responsibility of leading Society & Utilities through its first two years.
Key Responsibilities
Driving the Initiative: Initiated and championed the formation of Global Advisory and Society & Utilities, laying out the strategic vision for how these two new units could strengthen both COWI’s international and domestic business operations post-pandemic. Strategic Leadership of Society & Utilities: After the formation, led the Danish-based Society & Utilities unit, focusing on sustainability, climate adaptation, biodiversity, and circular economy across water, environment, planning, and economics. Remote Leadership: Managed the new Society & Utilities unit remotely due to Denmark’s lockdown, fostering collaboration and teamwork virtually while building the foundations for a strong unit culture. Team Building: Prioritized one-on-one communication as well as leadership team development with leaders in Society & Utilities to build trust, cohesion, and alignment with the new strategic objectives. Held large virtual town halls to engage with employees, ensuring clarity on the unit’s purpose and operational structure. Financial Target Setting: Collaborated with strategy consultants to analyse and suggest a future setup for the internation business, and implemented ambitious financial goals for Society & Utilities. Worked with Vice Presidents to identify key performance indicators (KPIs) and actions needed to meet targets in this new business environment.
Challenges
Remote Operations: Managing the formation and initial operations of Society & Utilities during the pandemic meant that relationships, team dynamics, and new strategies had to be established virtually.
Ambitious Financial Goals: The unit faced the challenge of doubling its earnings within a year, necessitating
significant improvements in operational performance and strategic business development.
Cross-Disciplinary Integration: Integrating various disciplines—within engineering, environment, planning and
economics—under one strategic vision focused on sustainability and innovation was complex but essential for
success.
Solutions and Strategies
Initiating Reorganization: Drove the initial vision for the reorganization, working closely with leadership to develop a structure that would enhance both international and Danish operations. Ensured that the process aligned with global market trends and sustainability priorities. Proactive Remote Leadership: Adopted a proactive leadership approach, utilizing virtual platforms to build relationships, foster communication, and maintain alignment with strategic goals during the pandemic. Data-Driven Decision Making: Implemented data-driven strategies to identify areas for performance improvement, setting the foundation for sustainable growth and achievement of financial targets. Collaborative Culture: Promoted collaboration across disciplines, encouraging teams to share knowledge and approaches that supported sustainability, climate adaptation, and innovation.
Results and Impact
Successful Unit Formation: Successfully contributed to the establishment of Society & Utilities, which became a key player in delivering sustainable solutions across water, environment, planning, and economics, despite the
challenges posed by remote operations. Strong Early Performance: While the target of doubling earnings by 2023 was not fully realized, the unit made significant progress towards its ambitious financial goals, demonstrating strong early performance and resilience. Strategic Focus on Sustainability: Positioned Society & Utilities as a leader in addressing major societal challenges such as climate adaptation, biodiversity, and the circular economy. The unit’s holistic approach resonated with global trends and client demands, aligning with COWI’s long-term strategy.
Conclusion
By initiating and co-driving the process that led to the formation of Global Advisory and Society & Utilities, I helped reshape COWI’s business structure in response to the challenges posed by the pandemic. Leading Society & Utilities through its first two years, I ensured that the unit was well-positioned to address sustainability challenges and deliver integrated solutions across multiple disciplines. This experience highlights ability to lead complex reorganizations, foster innovation, and drive strategic success in both challenging and rapidly changing environments
Facilitating a Flexible Return to Office Post-COVID-19 Lockdowns
Strong leadership is the cornerstone of any successful organization. We offer customized programs to develop leaders who can inspire, motivate, and guide their teams through complex challenges. Our approach includes coaching, mentoring, and training, all designed to enhance leadership capabilities at every level.
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Role
Senior Vice President, Society & Utilities
Project Duration
2020 – 2021
Objective
To manage the return of employees to the office after the 2020 and 2021 COVID-19 lockdowns in a way that
balances business needs with employee well-being, while fostering collaboration and team interaction.
Project Background
Following the easing of COVID-19 restrictions in 2020 and 2021, COWI’s management aimed to have employees
return to the office. However, it became evident that top management was more eager for a return to office work than many employees were comfortable with. COWI implemented a rule requiring employees to work from the office three days a week while allowing two days of remote work. This rigid approach led to considerable discussion and dissatisfaction among employees, particularly as individual needs and team dynamics varied greatly.
Key Responsibilities
Policy Reevaluation: Led discussions with management and employees to assess the effectiveness of the initial
return-to-office rule and understand the concerns and preferences of employees. Advocating Flexibility: Advocated for a more flexible approach that allowed employees and their teams to determine the best work arrangements based on collaboration needs rather than adhering strictly to a corporate mandate. Team-Based Approach: Encouraged teams to prioritize what was best for their group dynamics and project requirements, allowing them to determine their own balance between remote and office work. Change Communication: Managed communications between leadership and employees, ensuring that the transition was smooth and that employees felt heard and supported throughout the process.
Challenge
Employee Resistance: Many employees were reluctant to return to the office due to concerns about safety, work-life balance, and the productivity benefits they experienced while working from home. Other employees were eager to come back and saw a need for all colleagues to join forces in the return to the office.
Management Pressure: COWI’s top management was keen to have employees return to the office, creating tension between corporate objectives and employee preferences. Varied Team Needs: Different teams had different needs regarding in-person collaboration, making it difficult to enforce a one-size-fits-all policy.
Solutions and Strategies
Flexible Work Arrangements: Shifted away from rigid mandates and instead allowed individual teams to decide the best balance of in-office and remote work based on their specific needs and the nature of their work.
Focus on Collaboration: Emphasized the importance of team collaboration and face-to-face interactions for projects that required high levels of coordination, while respecting employees’ preferences for remote work where possible. Employee Empowerment: Empowered employees to take ownership of their work schedules, promoting discussions within teams about how to optimize productivity and interaction without rigid corporate rules. Ongoing Evaluation: Introduced mechanisms for regularly evaluating the effectiveness of the flexible working model, ensuring that it adapted to the evolving needs of both the business and the workforce.
Results and Impact
Improved Work-Life Balance: The more flexible approach allowed employees to maintain the work-life balance they had developed during the pandemic, reducing resistance to returning to the office and improving overall morale. Enhanced Collaboration: Teams that required more in-person collaboration were able to structure their work schedules in ways that maximized interaction while still allowing flexibility, leading to more effective teamwork and project outcomes. Reduced Conflict: The shift away from a rigid policy toward team-based decision-making reduced unnecessary conflicts and led to more constructive discussions about how to achieve the best outcomes for both the business and employees. Sustained Productivity: By allowing teams to work out their own balance of office and remote work, Society and Utilities was able to sustain high levels of productivity while addressing employee concerns.
Conclusion
The successful return to office initiative demonstrates ability to manage complex organizational changes by
prioritizing flexibility, collaboration, and employee empowerment. This experience highlights expertise in balancing corporate objectives with employee well-being to achieve sustainable business succes.
Reshaping the Water and Environment Business Unit at COWI Denmark
A comprehensive strategic overhaul was undertaken to address underperformance in COWI’s Water and Environment business unit. This involved a clear focus on restructuring operations and re-aligning the business with highly profitable sectors, alongside the development of a new go-to-market strategy. Leadership potential within the unit was cultivated, enabling a stronger strategic focus and better market positioning. The combination of these efforts doubled the unit’s earnings over four years, positioning it as a stronger, more competitive player in its market.
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Role
Senior Vice President, Water and Environment Business Unit
Project Duration
2012 – 2016
Objective
To lead the turnaround of COWI’s Water and Environment business unit in Denmark, restructuring operations and implementing a focused strategy to improve financial performance and increase earnings over a four-year period.
Project Background
On January 1st, 2012, I took over the role of Senior Vice President of the Water and Environment business unit at
COWI Denmark. The unit consisted of 375 employees, spread across seven offices in Lyngby, Ringsted, Odense,
Vejle, Holstebro, Aarhus and Aalborg. Despite a new five-year corporate strategy being presented at the end of 2011, the business unit had consistently underperformed, and it was clear that implementing the strategy alone would not be sufficient. My first challenge was to execute a turnaround plan to secure growth and ensure financial stability.
Key Responsibilities
Turnaround Leadership: Led a comprehensive turnaround strategy to address the underperformance of the business unit and improve earnings. Collaboration with Leadership Team: Worked closely with my leadership team of two senior project and market directors (responsible for Denmark and International markets), six vice presidents, and three market directors to develop a plan that addressed the lack of projects and billability within the unit.Strategic Restructuring: Initiated a restructuring process aimed at creating larger, more robust departments capable of driving their own business development, while also engaging 25-30 leaders in discussions on how to best reshape the organization. Go-To-Market Strategy Development: Partnered with external consultants (Qvartz & Co.) to analyze our business performance and to develop a more precise go-to-market strategy, focusing on areas of strategic importance.
Challenges
Underperformance: The business unit faced a consistent shortfall in projects, equivalent to about 10% of the
workforce, putting jobs at risk. Organizational Resistance: Initial resistance to changing the organizational structure and adapting to new ways of doing business. Strategic Focus: The previous strategy had too many disparate initiatives, diluting the business’s focus and failing to capitalize on key areas of growth potential.
Solutions and Strategies
Burning Platform Creation: Established a sense of urgency within the business by highlighting the need to avoid layoffs through improved performance and increased billability. Business Restructuring: After extensive discussions, maintained the existing organizational structure but initiated a focused strategy exercise to streamline operations and strengthen business development. Game Board Development: Created a “game board” that identified services and customer types. This tool allowed us to assess the business attractiveness of different areas and refocus efforts on high-potential sectors. Strategic Alignment: Moved from a scattered approach to a more cohesive and aligned strategy, concentrating resources on strategic areas with the highest business potential and setting clear growth ambitions.
Results and Impact
Earnings Growth: Successfully doubled the unit’s earnings within four years by refocusing the business on high-value sectors and improving operational efficiency. Stronger Leadership and Development: Freed up significant leadership potential by restructuring departments, allowing leaders to concentrate on business development in strategically important areas. Strategic Clarity: Shifted from having “many ships in the sea” to a more unified and focused business unit, where efforts were concentrated in key growth areas. The result was a stronger, more visible presence in the market. Cultural Transformation: Fostered a culture of collaboration and strategic focus, helping the business unit align behind common goals and execute on its ambitions more effectively.
Conclusion
The reshaping of COWI’s Water and Environment business unit in Denmark demonstrates Vang & Co.’s ability to
lead complex organizational turnarounds, drive strategic change, and significantly improve financial performance. By fostering collaboration, focusing on strategic business areas, and leveraging leadership potential, the business unit was transformed into a more robust and high-performing entity. This experience reflects Vang & Co.’s strength in guiding businesses through difficult transitions and aligning teams toward sustainable growth.
Strategic Integration of Engineering Consultancy Subsidiaries in Tanzania, Zambia, and Zimbabwe
The integration of COWI’s subsidiaries in Africa with the Denmark-based Water and Environment business unit aimed to shift the focus toward international financing institutions and improve operational synergies. Although local market conditions remained challenging, the effort helped stabilize operations and enhance collaboration across regions. Ultimately, the strategic decision was made to transition COWI’s involvement to at, the time, consultant-based model,reflecting the complex nature of international operations.
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Role
Senior Vice President and Chairman of the Board of Directors for the three subsidiaries: COWI Tanzania Ltd., COWI Zambia Ltd., and Interconsult Zimbabwe (Pvt) Ltd.
Project Duration
2014 – 2019
Objective
To integrate COWI’s subsidiaries in Tanzania, Zambia, and Zimbabwe into the Denmark-based Water and
Environment business unit, refocusing strategies towards international financing institutions, improving cash flow stability, and fostering synergies between the Northern and Southern business units.
Project Background
COWI operated subsidiaries across Africa, providing engineering consultancy services in the water sector. The
subsidiaries faced persistent cash flow problems due to delayed payments from local governments. To address these financial challenges, the integration process was initiated, targeting international financing institutions as the primary clients. This strategic shift aimed to stabilize financial performance and enhance collaboration between the Northern and Southern business units.
Key Responsibilities
Subsidiary Integration: Led the integration of the three African subsidiaries’ operations and business models with COWI’s Denmark-based Water and Environment unit. Strategic Refocus: Developed a strategy to shift the client focus from local governments to international financing institutions to secure a more reliable revenue stream. Business Development: Strengthened relationships with major international financing institutions, such as the UK Foreign, Commonwealth & Development Office, the World Bank, European Bank for Reconstruction and Development (EBRD), and KfW Development Bank. Financial Stability: Restructured contracts, payment terms, and client relationships to reduce reliance on slow-paying local governments. Cross-Regional Synergy: Created a collaborative framework between Denmark and the African subsidiaries, leveraging Denmark’s expertise to elevate market positioning and project success.
Challenges
Delayed Payments: Local governments were slow in paying for completed projects, leading to continuous cash flow difficulties for the subsidiaries. Operational Differences: Aligning the diverse operational models of the subsidiaries with Denmark’s business practices was complex. Market Focus Shift: Transitioning to an international financing client base required significant changes in business development and operational strategies in the subsidiaries.
Solutions and Strategies
Focused Client Strategy: Transitioned the client base to international financing institutions as primary sponsors,
reducing dependency on local governments. Operational Alignment: Standardized processes between the subsidiaries and Denmark’s international export business to create synergies and improve operational efficiency.
Capacity Building: Integrated the leadership teams of the subsidiaries with international teams in Denmark,
enhancing their ability to manage large-scale projects by leveraging Denmark’s expertise.
Results and Impact
Synergies Between North and South: The integration resulted in stronger collaboration and knowledge sharing
between the Northern and Southern business units, leading to successful project outcomes. Successful Integration: The subsidiaries were fully integrated into COWI’s Water and Environment business unit,
facilitating smoother collaboration and strategic alignment. Financial Stability: Despite the strategic shift, financial results from the African subsidiaries did not meet expectations. The persistent challenges, including local business environment transparency issues, eventually led to COWI’s decision to cease local operations in the region. Strategic Realignment: This shift toward a more focused business strategy improved the financial health of the overall business unit and allowed COWI to deliver higher-quality services in the water sector.
Conclusion
Although the integration efforts between the African subsidiaries and COWI’s Denmark-based Water and
Environment business unit led to improved operational synergies and a strategic refocus, financial challenges
persisted. Ultimately, the decision to withdraw as a local employer in Tanzania, Zambia, and Zimbabwe marked a pivotal turning point. This transition enabled COWI, at the time, to maintain its presence in the water sector through international consultants, focusing on higher-quality, large-scale projects. The experience reinforced the importance of a robust, well-aligned international strategy and laid the foundation for future success in international markets by leveraging expertise, capacity building, and strategic partnerships
Leadership at ATV and Mentorship for SMEs in Denmark
Through strategic leadership within the Danish Academy of Technical Sciences (ATV) and a mentorship role forSMEs, significant contributions were made to advancing Denmark’s position in science and technology. The guidance provided to small and medium-sized enterprises fostered growth and innovation, supporting their long-term success. The leadership role within ATV also helped shape key initiatives and strengthen Denmark’s standing as a leading science and engineering hub
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Client/Organization
ATV – The Danish Academy of Technical Sciences
Role
Member of the Presidium (Board), Business Mentor for SME Leaders
Project Duration
Presidium Member: 2016 – 2020
Business Mentor: 2015 – 2017, 2021 – 2022
Objective
To contribute to Denmark’s position as a leading global science and engineering region through strategic leadership within ATV’s presidium, and to provide mentorship to small and medium-sized enterprises, fostering growth, innovation, and leadership development within the Danish business landscape.
Project Background
ATV (The Danish Academy of Technical Sciences) serves as an independent think tank focused on improving the framework for science and technology in Denmark. Its ambition is to make Denmark one of the top five regions globally in science and engineering. The organization, founded in 1937, draws on the combined expertise of more than 800 Fellows and partner members from universities, industry, and the public sector. As a member of the presidium from 2016 to 2020, I played an integral role in shaping ATV’s strategy, overseeing projects, and ensuring the organization’s financial health. During my time on the board, I worked alongside other leaders to promote science and engineering as the key to securing Denmark’s place in the global knowledge economy, especially at a time when digitalization and sustainability were becoming critical agenda points. In addition to my role on the presidium, I served as a mentor for SME leaders through ATV’s mentorship program. In this capacity, I provided free, personalized mentorship to small and medium-sized businesses, helping them navigate the challenges of growth, innovation, and strategic business leadership. My mentorship periods spanned from 2015-2017 and again from 2021-2022.
Key Responsibilities
Strategic Leadership (Presidium): Contributed to ATV’s overarching strategy, ensuring alignment with the goal of making Denmark a global leader in science and engineering. This included shaping projects that addressed key societal challenges such as sustainability and digitalization. Project Oversight (Presidium): Monitored and supported the implementation of selected ATV-projects, ensuring they created tangible value for businesses, knowledge institutions, and society. I helped ensure that recommendations from ATV’s reports were implemented effectively and led to measurable outcomes. Mentorship for SMEs: Provided direct guidance and mentorship to SME leaders and business owners, offering insights on business growth, innovation, and leadership. I supported these businesses in realizing their growth potential, often by sharing lessons learned from my own extensive experience in business leadership and technical expertise.
Challenges
Strategic Focus: Balancing the diverse objectives of ATV’s Fellows and partners while maintaining focus on key
priorities such as sustainability, digitalization, and Denmark’s global competitiveness. Mentorship Adaptability: Tailoring mentorship to meet the specific needs of each SME, which often varied widely depending on the industry, business model, and stage of growth. Each mentee required a different approach to leadership and business development.
Solutions and Strategies
Collaborative Strategy Development: Worked closely with other presidium members to ensure ATV’s projects and initiatives were focused on areas with the highest impact, such as advancing sustainability, and enhancing Denmark’s global positioning in engineering. Personalized Mentorship: Developed tailored strategies for each SME I mentored, focusing on key areas such as growth strategies, innovation management, and leadership development. I worked to empower business owners with the tools and frameworks necessary to scale their businesses while maintaining a strong foundation in technical leadership.
Results and Impact
Advancement of Science and Engineering in Denmark: During my time on the presidium, ATV played a significant role in shaping the national discourse on science and engineering, particularly in relation to sustainability and digitalization. Our efforts contributed to ensuring Denmark’s continued strength in these critical areas. Successful Mentorship Outcomes: Through my mentorship work, several SMEs were able to implement strategies, organizations and implementation of strategies through planning that resulted in measurable business success. This included increasing revenues, expanding market presence, and fostering innovation within their industries. Mentees benefited from personalized guidance that helped them navigate complex business challenges. Implementation of Strategic Projects: ATV’s projects during my tenure successfully generated value for partners, businesses, and society at large. This included tangible outcomes such as the implementation of recommendations from ATV’s reports and the completion of projects aimed at bolstering Denmark’s role in the global knowledge economy.
Conclusion
My role as a member of ATV’s presidium and as a mentor for SME leaders highlights Vang & Co.’s commitment to advancing science, engineering, and innovation in Denmark. By leading strategic initiatives at ATV and providing hands-on mentorship to business leaders, I was able to contribute to both national development and individual business growth. These experiences underscore Vang & Co.’s ability to provide strategic leadership and personalized mentorship that drive tangible results for organizations and society
Establishment and Leadership of DTU’s Nomination Committee
As Chair of DTU’s Nomination Committee, efforts were directed towards establishing a structured and transparent nomination process to ensure that members appointed to DTU’s Board of Governors aligned with the institution’s strategic objectives. The successful appointment of two board chairs and several board members ensured strong governance and leadership continuity, while also promoting diversity and excellence within the university’s governance structure.
Client/Organization
DTU (Technical University of Denmark)
Role
Chairman of the Nomination Committee
Project Duration
2022 – 2028
Objective
To lead the establishment and work of DTU’s Nomination Committee, ensuring the successful appointment and re-appointment of members to the Board of Governors, including two chairs, while overseeing the selection of external members for the search committees.
Project Background
In 2022, I was appointed chairman of DTU’s newly formed Nomination Committee. The committee’s purpose was to identify, nominate, and appoint qualified individuals to DTU’s Board of Governors, a crucial body that oversees the governance and strategic direction of the university. As chairman, my role was to lead the committee through its formative years, ensuring a fair and rigorous process for selecting highly qualified candidates to fill these key positions. Additionally, the committee was responsible for appointing external members to the search committees, which are integral to ensuring diverse and qualified representation on the Board of Governors.
Key Responsibilities
Establishing the Nomination Committee: Led the formation of the committee, developing its procedures and rules of operation to ensure a structured and transparent approach to nominating and appointing board members. Leadership of Appointment Processes: Guided the committee through the appointment of two chairs of the Board of Governors and the selection and re-appointment of several members of the board, ensuring a strong leadership presence for DTU. Search Committee Appointments: Oversaw the nomination and appointment of external members to the search committees, ensuring that these committees were composed of individuals with diverse backgrounds and expertise, aligned with DTU’s strategic priorities. Ensuring Continuity: Managed the re-appointment processes for existing board members, ensuring that continuity
and stability were maintained within the Board of Governors during leadership transitions. Stakeholder Engagement: Maintained strong communication with DTU’s leadership and stakeholders to ensure that
the committee’s work aligned with the university’s goals and that the process upheld DTU’s values of diversity,
transparency, and excellence.
Challenges
Establishing New Processes: As the first chairman of the newly established Nomination Committee, one of the major challenges was creating efficient processes and guidelines from scratch that would be both effective and sustainable for the long term. Balancing Continuity and Innovation: The need to balance re-appointing experienced board members with appointing new individuals who could bring fresh perspectives and skills to the Board of Governors. Ensuring Diversity: Striving to appoint individuals with diverse experiences and backgrounds while ensuring that all candidates met the high standards expected of DTU’s governance leadership.
Solutions and Strategies
Structured Rules of Procedure: Developed and implemented a comprehensive set of procedures for the Nomination Committee, focusing on transparency, fairness, and efficiency in the selection process.
Collaborative Decision-Making: Fostered a collaborative environment within the committee, ensuring that each
member’s input was valued and that decisions were reached through consensus. Focused Appointment Processes: Implemented focused appointment strategies that identified candidates who not only had the necessary leadership experience but who also reflected the diverse and international nature of DTU’s
community. Long-Term Strategy: Ensured that the committee’s work was aligned with DTU’s long-term strategic goals, particularly in terms of leadership stability and governance excellence.
Results and Impact
Successful Appointments: Successfully led the committee in appointing two chairs of the Board of Governors and a number of other board members, ensuring that DTU’s leadership was strong, forward-thinking, and aligned with the university’s strategic objectives. Sustained Governance Quality: Maintained high governance standards at DTU by ensuring that both new and re-appointed members of the Board of Governors brought expertise, vision, and a commitment to DTU’s values. Diversity and Representation: Gave priority to securing diversity within the Board of Governors and search committees, ensuring broader representation and stronger decision-making at the governance level.
Conclusion
Leading DTU’s Nomination Committee through its formative years has been a critical responsibility that required establishing new procedures, ensuring strategic alignment, and maintaining governance excellence. This experience demonstrates my ability to build robust governance structures, lead through complex decision-making processes, and ensure that key leadership roles are filled by individuals who embody the values and vision of the organization. The success of the Nomination Committee under my leadership underscores my expertise in governance, leadership transitions, and organizational development
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