Transforming a public sector organisation in times of change

As we enter the post-pandemic era, it is clear that organisations will have to undergo a big transformation in order to survive and thrive. Vlatka Hlupic describes how a publicly owned Norwegian organisation went through a five-year period of leadership transformation, with Its resulting impact. The lessons learned are applicable to the post-pandemic world, both in the public and private sectors. 

Innovation Norway was formed in 2004 to encourage investment and industrial development in the country. Between 2014 and 2019, Anita Krohn Traaseth, former chief executive of Innovation Norway, oversaw a cultural change from a more traditional bureaucratic set-up to one based on entrepreneurship.

During that period, the organisation was named the country’s most attractive employer by economics graduates in a survey conducted by Universum. The Career Barometer survey found the same result four years in a row. How was this achieved in such a rapid timescale, in a demanding transformation?

Anita used my book, The Management Shift, to implement a different kind of leadership into the heart of the public organisation, using the different ‘levels’ of individual mindset and corresponding organisational culture in the Emergent Leadership Model (figure 1).

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