Before
Two functions quietly competing, and a large share of staff unclear on who led them.
After
One operating rhythm, one story, and a leadership layer that repeats it without a script.
Image to supply
Nordea — the work
Supply project photography or a campaign still
The room we walked into
Integration had been running for four months as a spreadsheet. Nobody had asked what either side was proud of. We started there — 60 conversations before a single slide.
What we found
The cultures weren't in conflict. Their decision rights were. Two answers to every question meant no answer at all.
What we built
A decision map, a 90-day leadership rhythm, and a story told by 140 managers in their own words rather than by a campaign.
Where it landed
By month nine the old names had stopped being used internally. That was the metric that mattered.
“They argued with us in week one. That's why we kept them for a year.”
Who ran it
What it produced
The tools we built here are in the shop. You don't need us to use them.
Next
A platform the people on the floor finally use