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Brian Kristiansen

Executive Advisor - Board Member - Founder - Awarded Author - Insead MBA - Growth Strategy - Consumer Products

Brian Kristiansen is a highly accomplished Strategy Advisor in Consumer Products & Retail with a prominent background in the industry. He is actively involved as a Board Member at sustainable scale-ups and holds the esteemed title of Founder at both Behavioural Strategy Group and Stratecution. Brian is also recognized as the Coauthor of a top 5 global business book in 2016, 'Decision Strategy,' according to Børsen. His academic credentials include an MBA from the prestigious no. 1 business school, INSEAD, as per Financial Times rankings.

Highlights

Jun 4 · linkedin

Time for change!

When the 12th largest company in the world wanted me on one of the biggest growth journeys in history, they had me at hello😊

Super excited to join Novo Nordisk as Business Development Director. It is all hush-hush, but I can say it is a company with a great heritage, solid values and an incredible future.

It also marks the end of an era. 8 years as entrepreneur. 8 years crafting a unique value proposition for Behavioural Strategy Group. 8 years helping top tier clients with intriguing challenges. 8 years fun collaboration with new and old friends – not least as interim CMO for BoConcept, Managing Director for Epinion and Partner for CIVITTA.

Somehow I also got the opportunity to coauthor a global top 5 management book, train Executive MBAs at Copenhagen Business School and serve on technology scale-up boards.

It has been an adventure and I feel a deep gratitude for this amazing experience along with all the fantastic people who made it happen. And like every other step in my life, I go where passion leads.

This is going to be one h... of a ride!

(All clients informed, but please do contact me if questions)

Nov 7 · linkedin

WE MUST FIRE 10,000 PEOPLE

It seems we have been down this road before.

First a surprising market downturn.

(Like it doesn’t happen every 5 years like clockwork).

Then the kneejerk reaction.

(Sure, we can do without sales & operations people).

Some sort of creative termination process.

(Please dont fire everyone & let them reapply again).

And then back to growth.

Transformations are unavoidable.

The world changes in complex ways.

But when it happens every 5 years?

Should be a better way.

Let’s look at global organizational context.

20% of capacity is lost to organizational drag.

(I remember a company with 18 layers).

65% of employees are not engaged.

Best performers deliver 400% more than peers.

Only about 50% of work hours are filled with work.

Nobody wants to work full time in the office.

Everybody wants a four-day work week.

Nobody wants micromanagement.

Everybody wants to make a difference.

Is there a pattern?

Well, it is clear we are missing out in the trillions.

And the organizational context is the culprit.

We do transformations.

But we want to create value beyond the obvious.

Is it too crazy to put in maximum flexibility…

… minimum bureaucracy…

… high performance expectations…

… and a clear productive way of working?

What would you do?

Related Questions

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Brian Kristiansen
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Location

Copenhagen, Capital Region, Denmark