1. Norway. Sweden. Denmark First Executive Nordic

2. 2 Business mission "If you want to be an excellent member of a herd, first of all you need to be a sheep." - Albert Einstein "If you want to be an excellent member of a herd, first of all you need to be a sheep." - Albert Einstein Criticism against 'our' industry Too expensive? Junior consultants? Arrogant seniors? Poor psychology? Low barrier to entry

3. 3 Best practices Different is Better Worldclass Quality Business Experience Cultural Skills Strategic Partner

4. 4 So why First Executive Your Nordic Your Nordic resource Management experience Good references Nordic as one country Europe as playing field Partners worldwide High quality search and selection Global research capability A Partnership approach

5. 5 Who are we A services and alliance company Search and Executive search Managers for hire Strategic Executive Development

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7. 7 Global networking International Executive Search Federation Among the best in quality –Senior professionals –Global co-operation –Practice leaders Among top 6 in locations –Advantage "non-integrated” –Boutique approach www.IESFED.com Argentina Australia Belgium Brazil Cambodia Chile China Colombia Czech Rep. Denmark France Germany Hong Kong Hungary India Italy Japan Korea Laos Malaysia Mexico Norway Poland Saudi Arabia Singapore Slovak Rep. Spain Sweden Taiwan Thailand UK Uruguay USA Vietnam

8. 8 Our mission Services to help you reach, attract, keep and develop talent. 1.Search and Executive search 2.Strategic Executive Development

9. 9 Selection 1.Want publicity? 2.Need A-players? 3.Good branding? How to find A-players Search 1.Confidentiality 2.More A-players 3.Sales experience 4.Partnership with senior consultants Search v Selection Attracting talent

10. 10 Strategic Executive development (1) It probably starts with humans. 75% of change projects are outright failures. - Peter Senge (1996): The Dance of Change. We help companies attract strategic talent; Only with such talent, there can be solid strategy development, quantum leap projects, TQM, Six sigma, Balanced scorecard or strategic response systems.

11. 11 Strategic Executive development (2) Good role definitions –Critical vs flexible demands –Roles & expectations Psychological contracts –Implicit vs explicit expectations –Development tracks –Psychometric surveys Solid assessments –Annual reviews –Mentoring, coaching Developing and keeping talent

12. 12 Strategic Executive development (3) Executive coaching The Self Emotions The Past Behaviours Environment Group dynamics Can be: Problem solving Solution focussed Life issues Power psyhcology e.g. NLP, 3D : Coaches can do harm if not trained in psychotherapy. - Harvard Business Review (2003): Leadership at the Top.

13. 13 Strategic Executive development (4) Team coaching The key tools: Group dynamics & Cultural psychology. Team3000 Problem Based Learning Environemental changes (?) Facilitation towards Flow.Dialogue Train key roles Understand group dynamics and leadership potential Customised storylines

14. 14 Partner profiles (Nordic) J Kristian Bjerke (44), Director & Senior partner responsible for the Norwegian market. His previous experience includes information, sales and marketing management. Prior employments: Journalist, later Editor in Chief and Managing Director for Mediaforlaget. During the late eighties he managed the Information Office for the video industry, a key role in profiling film and video at the time. Sales & Marketing Director, Scanbox Norway, a film and entertainment company in the Danish Scanbox group with distribution worldwide and production in Australia and the US. Marketing Director, Joh. Nordahls Trykkeri, a leading bookprinter in Norway. Bjerke has over the years held a long series of public offices, which has given him a solid working knowledge of the dynamics between the public and the private sectors. Paul O. Olson (49), Director & Senior partner responsible for psychological consulting and the Swedish market. Since 1997 in Executive search. His background includes finance, IT, international sales & business development, and general management. Advisory roles incl. UN Edifact and secretary to the European Oil & Gas EDI Group. Worked 11 years with General Electric (GEIS) with international responsibilities. 1992-1995 Central & Nordic Europe management in Cologne and part of European and Global leadership. Two years with Sterling Software Nordic as Business Unit Manager in Stockholm. Paul holds two master degrees, an MBE (Oslo) and an MSc in Psychology (Stockholm). He is member of the UK Institute of Directors, the British Psychological Society, the German-Norwegian and British-Norwegian Chambers of Commerce, and the International Association for Applied Psychology (IAAP).