During more than 30 years, I have been involved in and led a considerable number of both large and small projects with Swedish international companies. The list further down show some examples of what I have been working on together with my customers.
I have also delivered a large number of workshops to inspire both large companies such as Ericsson, SEB, IF, Tele2, Handelsbanken, Region Skåne and Scania and smaller organizations such as Bonnier, Axfood, Tieto, Unionen, The Swedish Transport Agency and the Swedish Public Prosecutor’s Office.
Below are a few examples of customers I have helped.
Facilitating development of Learning Strategy and Roadmap (2018 – 2020)
ICA is Sweden’s largest grocery retailer. Currently ICA is transforming learning and development to support digitalization in a rapid changing industry. I have helped their transformation leader in defining the learning strategy and developing their roadmap for learning technology and digitalisation of learning content.
I am ongoing assisting ICA on implementing the roadmap. Examples include learning portals, new L&D organisation, business case for investments, content strategy, learning technology architecture and roadmap, learning solutions using Microsoft Teams and more.
Implementation of global Talent Management System (2016 – 2019)
Handelsbanken is one of Sweden’s largest and most profitable banks. Handelsbanken renewed processes and systems for learning and skill development to meet future challenges in banking and finance.
As project manager, I led the pre-study for new LMS, harmonization of requirements between 6 countries, procurement of a talent platform (SABA Cloud), migration of several existing systems and implementation in the organization.
The project has implemented new ways of working with and IT-support for learning and certification, roles and skills, performance management, action plans and continuous follow-up. Handelsbanken also updated the organization and working methods in learning to be able to take further steps with SABA and learning to meet future challenges.
Implementation of new LMS, skill management and L&D capabilities (2013 – 2017)
Scania is one of the world’s leading truck manufacturer. Transportation industry is rapidly changing with electrification, autonomous vehicles, new distribution channels etc. My assignment was to help Scania react quicker to new skills requirements.
As a Project Manager I helped Scania implementing:
- A new Talent Management System,
- Ways of working with strategic alignment of roles and skills.
- Business ownerships for new skills.
- New ways of working and capabilities within L&D.
Facilitating new strategy and roadmap for learning (2016)
SEB is one of Sweden’s largest banks and in the forefront of digitalisation.
SEB need to update their learning strategy to meet the rapid changes in banking and finance. I facilitated development the new learning strategy and a roadmap.
The work involved research on trends and needs, facilitation of workshops, definition of future goals, assessment of current situation and an action plan to manage change and develop the capabilities towards the future goals.
Design of learning solution for ERP rollout (2015 – 2016)
H&M is one of the world’s leading clothing retailers. As part of H&M ongoing digitalisation a new logistic system was rolled out globally. As a Learning Consultant, is helped developing a learning solution that could scale and help implementing the system faster and building capabilities more efficiently.
Facilitating new learning strategy and roadmap (2014 – 2015)
Sandvik is a global leader within the mining industry. They wanted to transform their learning to meet the goals and challenges of Sandvik’s 2020 strategy. The goal was to become a “best-in-class” within learning in their industry.
I helped mapping trends and current situations in learning at Sandvik, then supporting the work on developing a strategy to reach a desired position. This resulted in a “roadmap” of projects Sandvik is currently working with to meet their goals.
Pre-study for new LMS and skill management (2014 – 2015)
SOS Alarm is Sweden’s largest alarm operator. In 2014 they needed to strengthen and secure the skills of alarm operators. I conducted a pre-study where we found the critical needs, ways to secure required skills and requirements for a LMS to manage skills and learning.
Building digital learning capabilities (2013)
SEB is one of Sweden’s largest banks. The bank needed to make learning more accessible, faster to deploy and more efficient to deliver. I helped SEB to build the capabilities to make digital learning happen.
Me and my colleague helped:
• Establish a central support organization for digital learning.
• Establish business ownership for skills and learning content.
• Train subject matter experts in creating digital learning.
• Procure elearning/video authoring platforms.
• Source external vendors rapid development.
Facilitating Strategy and a learning roadmap (2013)
Handelsbanken is one of Sweden’s largest banks. To match rapid development in banking, Handelsbanken wanted to develop the capabilities of their L&D function. Through a series of workshops I helped prioritizing business needs, set future goals, assess current situation and define prioritized development projects for L&D.
Design and development of change program (2012 – 2013)
Toyota wanted to implement the “Toyota Industries Best Practices” (TIBP) in their european companies. TIBP is the foundation for continuous improvement at Toyota. I helped designing and developing a change and training (eLearning) program to implement the TIBP.
Requirements and roadmap for new LMS (2012)
The Volvo Group is one of the world’s leading manufacturers of trucks, buses, construction equipment and marine and industrial engines.
Volvo group wanted to replace existing multiple LMS with one global LMS. I facilitated the pre-study looking at business needs from companies within the group, harmonizing requirements and defining the roadmap for a future LMS.
Establish and managed Ericsson Academy (2007 – 2012)
Ericsson is the world’s leading manufacturer of telecom equipment.
Ericsson needed to build capabilities on new products faster and more efficiently. I initially led the pre-study finding that learning basically had to be digital, informal and owned by the business to be able to build capabilities at the speed required by business.
We established a central “Ericsson Academy” to support these changes. After a few pilots we derived to a concept of “Learning Portals” including formal learning (classroom/eLearning/webinar), informal learning (recordings, documents, weblinks) and communities for different work roles.
The learning portals where owned by product and functional areas within the business, e.g. the “4G Academy”, integrated in Product Development and Launch processes and supported and coordinated by the central Academy.
After successful pilots I established and led an “Implementation Team” of 10 “Learning & Performance Consultants”. The team established 50 academies and trained the business personnel driving the academies. In very short time we replaced costly (and slow) classroom training with a large amount of digital content and activities.
The team initially used external consultants (several from Learntech), but actively transferred knowledge and built the skills for the internal Ericsson Academy personnel. This hybrid learning organization is still (2019) operational and very successful. Ericsson learning culture and use of learning technology is among the most advanced in the world.
Built eLearning capabilities, development process and implementation of LMS (2011 – 2012)
CSN, the administration for student grants and loans, digitized their student facing processes. This implied large organizational changes and new skills for Student Loan Officers. I helped CSN build capabilities to develop eLearning at large scale. This included a process of defining required roles and skills. Supporting SME´s in developing content and implementing a LMS.
Procurement of new LMS (2009 – 2010)
As part of the relaunch after the separation with GM, SAAB needed to update the entire working method of its Academy. Together with my colleagues, I participated in the process of setting requirements and procuring platforms for a learning portal and a course administrative system, an LMS.
Established new skill process and new LMS (2008 – 2009)
Toyota Material Handling Europe needed to better build sales and service engineers skills to match changing market needs. I helped Toyota establish a competences process to define skills, gaps and develop learning content to support skills building.
Implementing LMS and eLearning capabilities (2008)
Hägglunds had a strong international expansion and needed to train a large number of new technicians. I helped Hägglunds develop a concept for eLearning to reduce the heavy dependencies on classroom and trainers. For this I also helped Hägglunds procuring and implementing a LMS.
Implementing LMS and Change Program for Customer Care (2006 – 2008)
WWL is one of Europe’s leading logistics companies. To increase operational excellence WWL implemented an initiative of enhancing the skills and status of their Customer Care team. I helped the client develop a change program including a training program, change activities, metrics for following up and a LMS. The initiative was very successful. It started in the Nordic region and then spread worldwide. I led to sharter booking times, increased sales and better fill rate on vessels.
Training solution for SAAB Gripen fighter aircraft (2005 – 2007)
A part of the sales of fighter aircrafts to South Africa was a training solution. I helped the Training Manager define and deliver the eLearning part of the solution. This was a large project with many interconnections to other parts of the training solution, many subject matter experts and vendors. I prepared the analysis, design, solution for development and procurement for LMS and eLearning vendors. I helped the Training Manager during the project and also coached and trained personnel at SAAB.
Building eLearning capabilities (2006)
John Deere updated their customer training to include eLearning. I helped John Deere to build eLearning Capabilities. This included establish the development process, procure authoring tools, develop templates and train personnel at the customer training department.
Building eLearning capabilities (2005)
BT (now part of Toyota) is a major global vendor of forklifts. BT needed to make training for Sales and Service Engineers more accessible, faster and less costly. I helped BT build capabilities for developing eLearning. This included establishing a development process, authoring tools, a LMS and train the personel. I also coached the developers during the first productions.
Modernize the L&D function (2004 – 2005)
Folksam replaced many of their classroom offerings to eLearning, thereby reducing a large training organization. I helped L&D to establish new competency based development processes. The project included developing instructions, templates and training L&D personnel.
eLearning on refugees and immigration (2004)
In 2004, UNHCR had a mission to educate schools on the Geneva convention and refugees situation. I helped UNHCR define the problem situation, design and develop concept and procure vendor. The production won several prizes and i still (2019) operating in 12 languages.
Kongsberg Defence – Procure LMS and vendor for eLearning (2003)
Kongsberg delivered a training solution to the Swedish Combat Vehicle 90. The solution included simulators, eLearning and a LMS. I helped defining requirements and procuring a LMS and an eLearning vendor.
Training Solution for Swedish Tank 122 – Leopard (2001 – 2003)
The Swedish defence wanted an eLearning solution to complement simulators and other training on the Tank 122 – Leopard. I helped defining requirements, design a concept and design, procure vendors and support project management. The project was large and included 20+ subject matter experts and personnel from several vendors.
Pioneer in AI, Simulation and eLearning (1987 – 2001)
In 1987 I started as a project manager and later marketing manager at the Swedish company Infologics. They were pioneers within Artificial Intelligence in Sweden. It was own by the Swedish Telecom company Telia. During my years, I helped to develop and market AI solutions for Performance Support, mainly for service engineers. As a result we encountered a heavy growth from 20 persons into 300 person in short time.
In 1992, I was one of the founders of DSU AB. We were pioneers in the eLearning industry in Sweden, serving companies like Atlas Copco, Metso, Stora, Swedish Defence etc.
As an example we developed an LCMS as early as 1995 and specialised in Product Training on technical equipment (combat vehicle, paper & pulping machinery, drilling equipment), requiring localisations to many languages and high requirements on maintainability etc.
In 1998 I became CEO for Cell ITS that was based on my earlier company (DSU AB) which was bought by the Swedish IT-consultant Mandator (changed name into Cell Networks). At Cell ITS i managed 120 learning specialists working with eLearning and Simulation. We built best-in-class eLearning and simulators for manufacturing industry and the military.