Examples of experiences

During my 25 years in the industry, 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.


Group-wide system for learning, skill management and developmental conversations (2016 – 2019)

Handelsbanken renews its processes and systems for learning and skill development to meet future challenges in banking and finance. As a project manager I have done feasibility studies, harmonisation of requirements between 6 countries, procurement of learning platform (SABA), migration of several existing systems and introduction into the organization.

The project included support for training and certification, roles and skill development talks, action plans and continuous follow-up. Handelsbanken has also updated its organisation and working methods within learning in order to be able to take further steps with SABA and learning at Handelsbanken.


Learning Strategy (2016)

SEB is updating its learning strategy to better meet the rapid changes in banking and finance. I facilitated the work to develop a new learning strategy and a roadmap.

The work involved research of trends and needs, facilitation of workshops, definition of future goals, inventory of current situations and an action plan to manage change and develop learning abilities towards the goal.


Training solution for global logistics system (2015 – 2016)

As part of H&M’s digitization, a new logistics system was introduced globally. I supported the work to design a digital solution for training with faster deployment for launches in new countries.


“Learning Strategic Direction 2020” (2014 – 2015)

Sandvik wants to develop its learning to meet the goals and challenges of Sandvik’s 2020 strategy. The goal is to become “best-in-class” in learning within their industry.

I have conducted a feasibility study that involved identifying trends and current state of learning in Sandvik and then encourage the work in developing strategy to reach a desired position. The result has been a “roadmap” that shows the projects that need to be done to improve the learning organisation.


Feasibility study skill management and new LMS (2014 – 2015)

SOS Alarm has a need to clarify skill requirements and make assessments of employees’ skills. There is also a need to encourage skill management, learning and possibly other HR processes with a new system.

During 2014 I conducted feasibility studies that identified the main needs for improvement. One of these was a system that enable and simplify better planning and follow-up of skill and training activities. I led a feasibility study to clarify the requirements for an LMS.


Introduction of new LMS and skill management (2013 – 2016)

SCANIA wants to further develop their global skill development. The goal is to be able to identify skill needs in case of changes in operations, update roles, provide relevant learning and development support and be able to follow up on a global level. During 2013 I have been the project manager for a feasibility study with the aim of identifying business needs, assessing the current situation and creating recommendations for improvement.

The feasibility study looked at the organization, processes and working methods for skill management, but also investigated the need for system support. When it comes to system support, we have also examined the organization’s needs and requirements and compared it to Scania’s current LMS as well as others on the market.

The feasibility study resulted in a projects to procure a new LMS, establish a global skill and career model and establish a business responsibility for skill assurance. Part of leading a pilot phase where basic working methods are to be developed and tested in a number of pilots.


Internal ability to produce eLearning (2013)

SE Banken has in recent years changed and increased its ability in its training organisation. My colleague Lotta Sundell has driven the change process from Learntech’s side. In the current phase, responsibility and the ability to drive learning are established in the organization. In order to increase speed and adaptation to business needs, subject matter experts in the business should now be able to produce eLessons (Rapid eLearning) and eInstructions (e.g. video and screen recordings).

My task has been to procure tools for Rapid eLearning and for eInstructions. A second procurement has involved producers who can quickly and cost-effectively produce Rapid eLearning. Both of these procurements have provided a good understanding of the markets for Rapid eLearning and e-Instructions.


Priority development areas in learning (2013)

As part of ongoing development work, the training function at Handelsbanken wanted to identify priority development areas. Together with HR and the education organization, I conducted a series of workshops starting with Handelsbanken’s needs and strategies which resulted in a number of priority development projects.


eLearning for Toyota Industries Business Practices (2012 – 2013)

Toyota Industries implemented Toyota Industries Business Practices (TIBP) in their European companies. I supported them in designing a change and traning program and also led the development of 7 eLessons about TIBP


Strategy and requirements for new LMS (2012)

Volvo has a number of LMS in various operations including a proprietary LMS. The assignment, with Volvo IT, as the client, was to gather needs and requirements from various businesses, e.g. Trucks, Penta, Construction Equipment and others. and to develop a strategy for future LMS with a focus on moving towards a common LMS.


Establish Ericsson Academy (2007 – 2012)

Ericsson has for a number of years built up a distributed organization for internal education. I conducted the first studies in 2007/2008, participated in establishing the processes and systems needed in 2009 while the concept was tested in key areas such as 4G.

The project has involved requirements, development and deployment of a completely new concept for “learning portals” within Ericsson. It has also involved the development of processes, tools and methods for the development of interactive education and methods for evaluating the use and effect of learning activities.

Between 2009-2011 I was responsible for developing the working method behind Ericsson Academy and led an internal group at Ericsson with 9 consultants who implemented the approach in the different business areas. With this concept, Ericsson Academy has gone from 0 to 30,000 unique users every month for 2 years. The project has involved several consultants from Learntech.


Skill process and procurement of LMS (2011 – 2012)

CSN transforms its training function to better meet the skill requirements that exist in the organization and to use flexible learning. Learntech encourage the CSN to implement a systematic approach for skill management. The project has involved the development of templates and working methods to develop skill profiles. We also have implementation of the process to design course materials corresponding to the skill gap that exists. Implementation of process and methods for the development of interactive training; Rapid eLearning. Requirements and procurement of a course administration system, an 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.


Skill process and new LMS (2008 – 2009)

I have previously worked with TMHE (formerly BT Trucks) with eCourses for service technicians all over the world as well as procurement and implementation of an LMS. Between 2008-09 I supported Toyota in developing a process for Toyota Material Action in education and skill management for Europe. The project involved the implementation of a process for systematic skill management, from definition of skill profiles to the development of interactive training.


Introducing LMS and developing product courses (2008)

Hägglunds has in recent years experienced a strong international expansion. This places high demands on hiring and training new technologies. In 2008 I supported Hägglunds with developing a concept for eCourses that will complement the range of classroom courses. Within the framework of this project, I have led the production of a first eKurs and established a course administration system, an LMS suitable for this first step.


Implementation LMS and Change Program for Customer Care (2006 – 2008)

As part of its “Customer Care Competence Development Iniative”, WWL implemented a web-based solution for skill support. I was responsible for needs analysis, breakdown of business goals to training goals, design of we-based solution for skill support, procurement and management of resources for the production of content, procurement and commissioning of portal/LMS and initiation of change management. The solution has been implemented worldwide


Procurement and production of eCourses and LMS for Gripen South Africa (2005 – 2007)

SAAB had the requirement to deliver an eCourse for pilots and technicians in connection with the delivery of the Gripen to South Africa. The project was one of the largest in Europe in eLearning. My assignment included carrying out analyses, design and developing requirements specifications for eCourses, LMS and production environment. My assignment also included being responsible for processes, system support and training staff at SAAB in order to handle large parts of the development internally.


Introduced approach for Rapid eLearning (2006)

JohnDeere develops their customer training to also include eCourses. The assignment included developing a model that JohnDeere can use to develop eCourses, as well as training staff in the learning department on tools for Rapid e-Learning.


Working methods for eLearning (2005)

I supported BT in establishing the ability to produce eLessons for sales people and service personnel. The assignment included implementing an LMS, establishing development process for eLessons, training staff in tools and methods and support during the first productions.


Processes and support for internal (e)course development (2004 – 2005)

Folksam has in recent years built up an e-Based skill supply and thus replaced large parts of the teacher-led training activities. The assignment has included support of the internal production team by building a development model, instructions, templates and to train/encourage. Special focus has been placed on the previous phases to identify the types of skill support that respond to the need for improved performance.


UNHCR – Procured production of eKurs (2004)

In 2004, unhcr was commissioned to develop an eCourse to inform students in year 8 about the Geneva Convention and the situation of refugees. The assignment included studying the problem picture (prejudices), developing requirements specifications and procuring a producer of the eKurs.


Kongsberg Defence – Procured LMS and producer for eCourses (2003)

Kongsberg Defence was tasked with delivering an integrated training environment for Combat Vehicles 90, including Simulators and eCourses. The assignment included developing a requirement specification for a technical platform (LMS) and procuring a subcontractor

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