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Advantage #1 2017



A dynamic duo leads SK Brann, one of Norways greatest brands, back to the top




BI Startup is a completely new, creative and interdisciplinary environment for students who want to learn and practise the secrets behind startups

”A car is of no use in itself. It only acquires real value when someone drives it. These ideas have been around for quite a while, but are constantly being applied to new perspectives.” LINE LERVIK- OL SEN, PROFESSOR, DEPARTMENT OF MARKE TING AT BI









Internationalization is one of BI’s strategic pillars. Page 5.

BI educates Chinese entrepreneurs. Page 7.

The art of making women thrive. Page 16.

BI Alumni c­ ommunity travels Down Under. Page 49.

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The Executive MBA at BI is a truly international programme – where the world literally becomes your campus. You have the option of three tracks; GLOBAL, ENERGY or OCEAN INDUSTRIES. The programme takes you to various corners of the world, in order to learn from the very best in each field. Transform your career with the only ranked* Executive MBA in Norway.

Start up March 2018: bi.edu/emba *Financial Times 2016

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Advantage 1/ 2 017


NEWS 007 The latest news from us. FRONTLINE 011 Stay updated with BI’s latest research. AMBASSADORS 021 Meet Nick Edwards and four other successful alumni. INSIGHT 032 Tor Haugnes opens a melting pot for startups at BI.


BUSINESS PROFILES 036 Vibeke Johannesen runs a legendary Norwegian brand, and football club. PROFESSOR 042 Line Lervik-Olsen is the professor who wants to evolve the hospitality industry.


WORLD REPORT 048 RE AD US ONLINE ! www.issuu.com/bi_business_school



Barbro Kolbjørnsrud EDITORIAL DIRECTOR

Morten Ståle Nilsen Mikaela Hincks

Mette Winger Eide



Rob Hincks

Audun Farbrot Monica Skau Hansen Audrey Paton


Forssa Print

21 BI ALUMNI RELATIONS DEPARTMENT Nydalsveien 37, N-0442 Oslo ­Norway WEBPAGE:


E-MAIL: alumni@bi.no ISSN: 1891-2874


Per Olsson



Rävudden info@ravudden.se

Staffan Frid


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International ambitions – HOME AND ABROAD


ver since Norwegians first took to the sea, our philosophy has been to travel far, to return home and to share the stories of our experience. This is still the prevailing idea of internationalization in Norwegian higher education: to send students and faculty abroad on exchange, and have them return back home. Today internationalization takes place just outside our doors and inside our organizations. The Norwegian business environment is inherently international. In many ways Norway is the perfect setting for developing and disseminating knowledge about how to do business in an international context. Both Norway and Norwegian institutions of higher education need better strategies for facing this scenario. This is why internationalization is one of BI’s strategic pillars. We continue to send students on exchange, and provide double degree opportunities with recognized educational institutions abroad. In addition, it is equally important to have talented international students and faculty in our classrooms here in Norway. This will enrich the learning environment for our students, and will benefit Norwegian business and industry in the future. In attempting to attract talented young people to BI and to Norway, we compete not only with excellent schools, but also with progressive international recruitment strategies implemented by other countries at a national level. We believe that lack of government focus on attracting students and faculty to Norway is causing Norwegian

higher educational institutions to fall behind on both quality and relevance. Norway should strengthen their strategy for recruitment of international students and faculty. This will contribute to strengthening our learning environments and the quality of Norwegian education. BI has chosen to operate in an international arena. All graduates from BI must be able to perform in an international business context – and we work towards this goal every day. Our graduates are attractive in the Norwegian labor market, one in three Master of Science students and faculty members have an international background and our alumni have impressive careers all over the world. BI’s Graduate Job Market Survey for 2017 shows that close to 8 % of all full-time students graduated in 2016 have found work with international companies outside Norway. You make the case: education has no borders. In 2018, we will celebrate our 75th anniversary as a business school where the focus will be on celebrating you – our alumni. I look forward to the many opportunities 2018 will bring to for us to interact and engage. Make sure to keep in touch!

Inge Jan Henjesand PRESIDENT



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20 % Alumni discount

Executive Short Programmes

Get inspired bi.no/esp

Executive Short Programmes gives you essential and business relevant knowledge that you need in order to face new challenges at work. Learn from BIs best academic resources and share experience with other Executives while expanding your network.






BI educates Chinese entrepreneurs


n cooperation with Tsinghua University in Beijing, BI has developed a unique programme of study aimed at Chinese start-ups. The programme gives BI the opportunity to influence innovation and value creation in the world’s most exiting, demand-

Moving up 37 places since 2012

38 44

35 41


2014 2015


72 72

70 2011




BI in very good company

ing and growing market for innovation. Tsinghua University is one of China’s highest ranked universities. The official opening of the programme will take place at the new campus in Beijing in June.

BI continues to climb rankings BI was ranked number 35 out of 90 on the Financial Times European Business School Rankings 2016. With this position, BI moves up six places compared with last year, and is now ranked number three in the Nordic region, together with Copenhagen Business School. Over the last five years, BI has climbed 27 places in this prestigious ranking. The FT European Business School Ranking measures the quality and breadth of schools’ postgraduate programmes. It is based on their performance in the five main rankings published by the Financial Times each year: Executive MBA (EMBA), Masters in Management (MiM), two rankings for executive education and MBA. Only schools that take part in all five are eligible for a full score. BI only competes in the first four categories, as we do not have a full-time MBA.


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CHRISTIAN FIESELER Professor of Communication and Leadership Department of Communication and Culture KIM VAN OORSCHOT Professor of Project Management Department of Leadership and Organizational Behavior LINE LERVIK-OLSEN Professor of Marketing Department of Marketing CHRISTIAN BRINCH Professor of Economics Department of Economics

Minister of Climate and Environment Vidar Helgesen and BI President Inge Jan Henjesand

Building the campus of the future Minister of Climate and Environment Vidar Helgesen, participated in the laying of the foundation stone for BI’s new campus in Trondheim, on Brattørkaia, on 7th February. The new campus will to be the most energy efficient higher education institution built in Norway. Using significant renewable solar energy production, the aim is for the building to be a zero energy building (Nullenergibygg). The campus, which will be ready for semester start 2018, will be 8400 square meters and will accommodate up to 1,650 students. – BI aims to contribute to sustainable social development through both the content of education we provide, and the choices we make. Such ambition requires that we go beyond what is expected, said BI President Inge Jan Henjesand.

Winner of the Society and ­ Research Communication Award Professor Hilde C. Bjørnland received the BI Impact on Society and Research Communication Award. Professor Bjørnland has been influential in key decision makers’ understanding of the Norwegian economy, economy, the jury said. She has also been able to disseminate knowledge of macroeconomic conditions to people who have no previous indepth knowledge or an interest in macroeconomics. Bjørnland is frequently used as a media expert and has a regular column in Dagens Næringsliv, Norways’s largest financial newspaper. She currently advises the research department at Norges Bank and is a member of the Swedish Fiscal Policy Council in Sweden. At BI, she leads the Centre for Applied macro– and petroleum economics, financed by Statoil and The Norwegian Research Council, among others. "The driving force for research comes by itself," says Bjørnland. Hilde C. Bjørnland awarded, again


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LEFT: Happy faces at Inspire 2017. BELOW: Sigve Brekke, CEO,


Bruce Dickinson, Iron Maiden

Three days of motivation and insight Inspire 2017, former Næringslivsdagene, took place from 7th – 9th March, on campus Oslo. With a variety of inspirational and motivational lectures, Inspire does just what its name implies. Among this year’s presenters were Telenor's CEO Sigve Brekke, author and former police chief Hanne Kristin Rohde, and Iron Maiden singer Bruce Dickinson. Inspire is one of Norway’s biggest academic events organized by students – for the students at BI. Campus Bergen, Stavanger and Trondheim have kept the old name, but continue to give students inspiring and relevant content.

New Executive MBA for future ocean business

Strengthening BI's digital strategy Elin Borrebæk is BI’s new Chief Digital Officer. Borrebæk has formerly held a number of executive positions with Telenor. Over recent years BI has made significant investments in digitalizing both core business and support functions. This position ensures that the strategic focus and operational implementation will be futher strengthened.

The era of ocean space Ocean space provides enormous opportunities for economic development. To prepare to meet these future opportunities and challenges, BI has launched a new Ocean Industries Executive MBA track, catering for the educational needs of business managers who aim for a career in the emerging ocean space. The new track, which started 2nd March, is a thoroughly revised version of the former Maritime Offshore track. It is designed to break down silos and improve collaboration between the established Maritime and Offshore industries, and enhance innovation and design of new business models. Modules take place in Oslo, Bergen, Singapore and Berkeley. READ MORE: www.bi.edu/emba


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NEWS Alumni give back: Therese Tørlen, Telenor, Lena Lachmann-Mørck, KPMG, Assad Abbas, Accenture and Christoffer Hovde, Telia

Why hire you? Alumni came back to BI to share their experience and expertise with MSc students at the “Why Hire You?” event on January 19th. These kind of events are organized by BI Careers Service to increase the awareness and ability of students to communicate their skills to prospective employers. Students enjoyed a panel session with four inspiring alumni who shared their insights into the recruitment process from the perspective of employers and young graduates. Thanks to all of you who come back to BI to share.

BI Student Society celebrates 30 years! Since 1987 BIS has played an important role at BI, functioning as an invaluable link between students and staff. BIS continues to make their mark on both the learning environment and social environment at BI. Since 2005, BIS has been one of two student associations at BI, and they currently represent students at campus Bergen, Trondheim and Stavanger. The anniversary was celebrated on 7th February with cake and parties, in Bergen, Stavanger and Trondheim. Thanks to all of you who have been engaged in BIS since its foundation in 1987.

Inside – turning 50 and digital! October 2016 marked the 50th anniversary of Inside, the student newspaper at BI. The first issue came out in 1966, when an A4 sheet of text was circulated at BI, with Inside written in the top right corner. Last October also marked the last paper edition. The newspaper has been ad-driven and the decline in the advertising market has pushed forward this development. The traditional newspaper is now available solely online, where it has been available since 2013: READ MORE: www.inside24.no

Graduates pursue ­international careers BI’s Graduate Job Market Survey for 2017 shows that more young alumni work overseas. 7.7% of all MSc and Bachelor students who graduated in 2016 have found work with international companies outside Norway. Within six months, 82.4% had secured a job. Average starting salaries were NOK 414 000 for Bachelor graduates and NOK 489 000 for Master graduates. Good working environment, personal development and interesting work tasks are the three most important ­factors when BI students choose a job.

Linda Kukleci has secured a position at Facebook Inc. in Dublin

BI International Case Competition Teams from 12 business schools, representing nine different countries, across four continents met to compete for BI’s second BI International Case Competition. Teams solved the business case “Embracing the digital change”, provided by Jobzone, one of BIICSs corporate partners. The event was highly competitive, but also offered a unique program of social activities, workshops and events, both for participants and BI students.


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Frontline Why do bonuses given to sellers in an insurance company lower their internal motivation? Keep on reading to find out how internal motivation is one of the most important driving forces for improved performance.

Words by AUDUN FARBROT Head of Science Communication at BI


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Frontline all that good for you. What will you choose, healthy or unhealthy? Does it matter what the waiter looks like? This is what Anders Gustafsson, adjunct professor at BI Norwegian Business School and professor at Karlstad University, wanted to find out with his researcher colleagues. THE WAITRESS DETERMINES WHAT YOU EAT

The waiter’s appearance may determine whether you choose healthy or unhealthy food – without you even being aware of it.


magine that you are about to order food at a pleasant little restaurant. A waitress brings you the menu. Her right arm is tattooed, her skin is sallow, there are dark rings under her eyes, and her hair is piled high as if she comes straight from a party. This waitress radiates a debauched, unhealthy lifestyle. You study the menu, which includes salads and other healthy dishes, but also hamburgers, pizza and other food that is not

ANDERS ­GUSTAFSSON Adjunct Professor Department of Marketing


The restaurant guests who met the fit and healthy waitress, spent more time studying the healthy dishes on the menu, and ended up choosing something healthy. This was also the case for those who were served by the slightly overweight waitress. And with her, the people chose more quickly, the study shows. The guests who met the waitress that radiated a debauched, unhealthy lifestyle (in other ways than by being overweight), stayed clear of the healthy dishes and picked a proper burger, pizza or another of the unhealthy dishes.


Why you choose ­unhealthy food

Gustafsson and his team of researchers recruited 100 female students to take part in an experiment where they investigated how the appearance of the waitress affected the choice between healthy and unhealthy food. Previous studies seem to indicate that women are more influenced by a waiter’s looks than men. A female student took on the three waitressing roles: • As her normal self, fit and healthy, 171 cm tall, weighing 56 kg • The same height, but with extra padding so that she looked slightly overweight, around 85 kg • With her normal weight, but made up with a tattoo, sallow skin, high-piled hair and a generally unhealthy lifestyle. Each of the restaurant guests who participated in the experiment was shown a video with one of the three waitresses. Afterwards they were asked to choose a dish from the same menu, which consisted of three healthy and three unhealthy dishes. The participants were placed in front of equipment that measured their eye movements, so that one could see which part of the menu they paid most attention to. They then had to choose a dish from the menu. The results of the study have been published in the scientific periodical Psychology and Marketing.


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“We don’t make a conscious assessment of what to choose from the menu. Our choice is an automatic response,” explains professor Gustafsson. “Our brain has a number of shortcuts that direct our choices without us being aware of it. When we make decisions on what to eat, we will often compare ourselves with others and make sure we don’t break with the norm. When we meet the healthy waitress and overweight waitress, we may think she is genuinely keen on us choosing healthy food. We unconsciously choose to follow this norm, in line with the theory of social evidence or control. When meeting the unhealthy waitress, we might choose whatever we feel like eating. The waitress doesn’t look like she cares what we choose, anyway. She is not someone you want to identify with,” the market researcher explains. ■

SUMMARY : WHY YOU CHOOSE UNHEALTHY FOOD To find out how we are influenced by the waiter’s appearance when choosing healthy or unhealthy food, 100 female students gathered to conduct a survey. The study showed that the students chose unhealthy food from the menu if the waiter looked unhealthy and vice versa. STUDY WHEN MOTIVATED

REFERENCE: Huneke, T., Benoit, S., Shams, P. og A Gustafsson (2015): Does Service Employees’ Appearance Affect the Healthiness of Food Choice?, Psychology and Marketing, 32 (1), 96-106.

Swapped lectures with group sessions A math lecturer figured he should be interacting more with his students, rather than just summa­ rizing the course syllabus during the time he had for teaching. See what happened.

NJÅL FOLDNES Associate Professor Department of Economics


ectures have been the dominant form of instruction in higher education for nearly a thousand years. The lecturer stands there, centre stage, reviewing material for students who are not always fully engaged in the process. Lectures are simple and handy for the teacher, and cost-effective for the institution. As for the students this is not a particularly effective way to learn, according to Njål Foldnes, Associate Professor at BI Norwegian Business School. “The passive role of the students hampers both learning and involvement,” he says.

Foldnes, who lectures in subjects including mathematics, has experimented with an alternative instructional strategy called “flipped classroom”. The method entails reviewing new material using videos that are tailor-made for the instruction. The videos are available on YouTube. Previously, reviewing the syllabus took up most of the time set aside for instruction. Using this new method, students can study the videos when they are motivated and focussed. This means that instruction time can be used to practice, apply and reflect on the new material discussed in the videos. DIVIDED THE CLASS IN TWO

Njål Foldnes randomly divided a large class into two groups. One group of 93 students had access to videos and instruction sessions on a Tuesday afternoon. The other group, the control group, consisted of 142 students who attended ordinary lectures every Tuesday morning. None of the 142 students who were told to follow the ordinary lectures said that they wanted to participate in the group that followed the new instruction method. On the other hand, several of the students in the experimental group wanted to switch to traditional lectures. This scepticism disappeared after a couple of teaching sessions with the new system, so the value of the experiment was not diminished by “deserters”. LECTURER BECOMES A GUIDE

REFERENCE: Njål Foldnes: «The flipped classroom and cooperative learning: Evidence from a randomised experiment». Active Learning in Higher Education 2016, Vol. 17(1) 39-49.

The students in the experimental group were further divided into fixed groups of 6-8 students who worked together in the teaching sessions. The groups were composed of students who did not know eachother previously, and who represented different grades, ages and genders. Each group solved a number of tasks together, over the course of the semester. The students gradually felt secure enough to discuss their viewpoints, to help others, and to listen to suggestions offered by others. The students solved various


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Frontline mathematics problems in the teaching sessions, and got involved in their respective groups. “Instead of lecturing, my role in the instruction is to guide and advise the students, clear up any misunderstandings, and to motivate,” says Foldnes. LEARNED MORE WITHOUT LECTURES

Both groups, both those who followed ordinary lectures and those who took part in the new instructional system, had a total of 36 teaching hours. Foldnes tested the mathematics skills of the students both before and after the teaching period. The students in the experimental group achieved significantly better results than the students who followed traditional lectures. Foldnes also checked for differences in the students’ previous knowledge. Exams were held four weeks later, and the learning effect was still evident. Almost three of ten students (28 per cent) in the experimental group achieved top grades, while the corresponding figure for the students who followed traditional lectures was 11 per cent. GREATER INVOLVEMENT

“The positive results are most likely a result of greater involvement and more active forms of learning,” according to the researcher. Another positive effect is that the students gained experience with working in teams. “They learned how to discuss and defend their opinions, and they learned to listen to others. Being able to function in a group together with others is certainly an important quality in their further studies and careers,” he says. Foldnes wants to make sure that students learn more during the time they spend in instruction. “For quite a long time, higher education has been oddly unaffected by new digital technologies, like video. It’s time to do something about that”. ■

Bonuses ruined sellers’ motivation

BÅRD KUVAAS Professor Department of Leadership and Organizational Behaviour

SUMMARY : SWAPPED LECTURES WITH GROUP SESSIONS The study challenges the tradiotinal ways of learning mathematics. A group of students was split into two groups. One group participated in lectures in the usual way. The other group spend lecturer time watching tailor-made instructional films and discussing mathematics in groups. The latter group got the best results on the test that followed.

The higher the bonus given to sellers in an in­ surance company, the lower their internal moti­ vation. Internal motiva­ tion is one of the most im­ portant driving forces for improved performance.


major Norwegian insurance company was planning to introduce performance-based pay for its sellers. The objective of the scheme was to motivate sellers to increase sales through improved work efforts. The bonus element was introduced on top of their previous fixed salary. The company wanted a thorough evaluation of whether the new bonus scheme worked as intended: Would the bonus scheme cause the sellers to go the extra mile


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at work, and thus boost the sales of products and services? Professor Bård Kuvaas at BI Norwegian Business School, along with a team of researchers, conducted a study of whether the company achieved the results it paid for with the bonuses. The company and researchers wanted answers to the following important questions: What effect did performance-based bonus have on the sellers’ motivation, work effort and inclination to look for a new job (turnover-intention). FOLLOWED SELLERS FOR TWO YEARS

The researchers sent out electronic questionnaires to the sellers at three different stages, the first time before the new bonus scheme was introduced, and finally about two years after the scheme was introduced. The researchers collected data about the sellers’ intention to look for a new job and work efforts before the scheme was introduced, and again about two-and-a-half years later. In addition, they examined data about the sellers’ internal and external motivation. Employees with external motivation primarily view the job as a means to an end, for example a salary and prestige. Employees with internal motivation experience satisfaction, joy and meaning when they perform their work duties. People who find joy and meaning in their work create the best results. The researchers also learned how much the sellers received in bonus payments and their regular salary during the first two years after the bonus scheme was introduced. A total of 322 insurance sellers participated in the study throughout the period.

SUMMARY : BONUS RUINED SELLERS’ MOTIVATION For two years sellers at an insurance company were followed to understand how they were affected by high bonuses compared to high salary. The result showed that sellers with bonuses had a worse internal relationship with their company than those who had salary.

»People who find joy and meaning in their work create the best result.«


The researchers also found clear correlations between internal and external motivation and the desire to look for a new job. The desire to look for a new job increased when external motivation increased. Conversely, the study shows a strong correlation between internal motivation and lower turnover intention. “It appears as if externally motivated employees over time increasingly want to leave the company they work for.” HIGH SALARY HAS POSITIVE IMPACT

The study shows that the size of the fixed salary has a positive effect on employees’ internal motivation. It is favourable for both increased work effort and decreased desire to look for other work elsewhere. Other studies have also shown positive correlations between fixed salary level and internal motivation. What could be the reason why a good fixed salary has this effect? “The fixed salary is guaranteed, and can be perceived as an expression for how valuable the employee is for the company,” says the BI researcher. Bård Kuvaas has three practical salary tips for managers who want to extract the best from their employees:


The higher the bonus received during the two years of the scheme, the more externally motivated the sellers became. Unfortunately, there was only a weak correlation between external motivation and increased work effort. While external motivation increased, internal motivation decreased for one of the bonus groups. With higher bonus payments, sellers became less internally motivated. The internal motivation was very strongly related to work effort. The weak positive effect of increased external motivation did not make up for the drop in internal motivation.

“We can document, to a large extent, that performance-based incentives can displace internal motivation in “real life” and not just in researchers’ laboratory experiments,” says Bård Kuvaas.

REFERENCE: Kuvaas, B., Robert Buch, Marylène Gagné, Anders Dysvik og Jacques Forest (2016): Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort. Motivation and Emotion 2016, Volume 40, Issue 5, pp 667–680.

• Offer a salary that is high enough to ensure employees are not tempted by the wage level in other companies. • However, the wage level should not become so high that it is the most important reason for working in the company. This attracts the most externally motivated employees. • Do everything to ensure the employees forget the salary and instead think about the customers, services and products. ■


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The art of making women thrive Women who feel ­supported by their ­immediate supervisor are less likely to jump ship, according to a study from BI.


major company in a traditionally male-dominated industry wants to attract skilled female workers to improve their gender diversity. The company has invested significant resources in making it more attractive for women to work there. The organisation successfully attracted more female employees. However, some of the women chose to quit relatively quickly. For any company, it is a huge loss when new and qualified employees choose to leave shortly after being hired. The organisation challenged researcher Gordana Abramovic to try to find an an-


REFERENCE: Gordana Abramovic. “Effective Diversity Management on the Line – Who and How? On the role of line managers in organisations with diverse workforce”. Series of Dissertation - 08/2016. BI Norwegian Business School.

swer for what could be done, not just to attract skilled women, but to make sure they wanted to stay. Gordana Abramovic interviewed about 400 managers and employees in the male-dominated company as part of her doctoral project on diversity management at BI Norwegian Business School. About 40 of the interviewees were managers, while the rest were female workers and their colleagues. Abramovic was particularly concerned with mapping the significance of women’s relationships with their managers and colleagues. MUST FEEL APPRECIATED

The study shows that managers play a crucial role in whether women experience a sense of belonging and feel included in the workplace, which means that they enjoy their job. “Perceived support from the immediate supervisor is an important positive factor for holding on to skilled women,” says Abramovic. Support from colleagues, both men and women, has a significantly smaller impact than the perceived support from managers. The organisational researcher emphasises that the sense of belonging in the workplace is much more complex than feeling just like part of a community. “It is also about feeling unique and being


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SUMMARY : THE ART OF MAKING WOMEN THRIVE Women employed in large companies in male-dominated industries indicate that they are performing better and stay longer at the company if they perceive support from their immediate manager. The survey was done with 400 managers and employees.

appreciated for one’s special contribution,” she says. ADVICE FOR MANAGERS

Organisations that want their employees to thrive, whether they are men or women, must recruit and develop managers that support their employees. Abramovic has three tips for managers who want their employees to thrive: • Show genuine interest in the individual employee’s interests. • Show that you appreciate the employee’s personality and unique contribution. • Give them tasks where can use and develop their skills. Also remember that the employee will be the one who determines whether a manager is supportive, not the manager himself/herself. ■

»Show genuine interest in the individual employees’ interests.«

The emotional importance of work Do you become a better manager and employee by reading, under­ standing and handling emotions at work?


n 1990, more than 25 years ago, researchers John Mayer and Peter Salovey launched the new and revolutionary term emotional intelligence in the psychological discipline. A few years later, Daniel Goleman published the book Emotional Intelligence, which quickly became an international bestseller. According to Time magazine, Goleman’s book on emotional intelligence is one of the 25 most influential books on management. Goleman claims that emotional intelli-

HALLVARD ­FØLLESDAL Associate professor Department of Leadership and Organizational Behaviour

REFERENCE: References: Føllesdal, H. Er emosjonell intelligens viktig i arbeidslivet? Tidsskrift for Norsk psykologforening, Vol 53, edition 3, 2016, page 192-199.

gence is four times as important as general intelligence (IQ) to succeed in your job. He also argues that emotional intelligence is a vital leadership quality. Associate Professor Hallvard Føllesdal at BI Norwegian Business School has reviewed more than 25 years of research on the phenomenon of emotional intelligence in order to answer the question “Is emotional intelligence important in the workplace?”. The results of the review have been published in the Tidsskrift for Norsk Psykologforening (Journal for the Norwegian Psychological Association). WHAT IS EMOTIONAL INTELLIGENCE?

Emotional intelligence is a term that, according to Føllesdal, covers four related skills: 1) Ability to perceive own emotions and emotions of others. This is about how skilled you are at perceiving which emotions you are experiencing yourself and which emotions other people are experiencing, and which emotions are expressed in art, language and behaviour. This ability also includes how well you can express emotions. 2) Ability to use emotions to improve thinking. This includes both knowledge about how emotions can promote thinking and how skilled you are at developing and using emotions in problem-solving. 3) Ability to understand emotions. This is about the degree to which you have insight into emotions, for example that you know which emotions are natural in various situations, and how emotions change over time. 4) Ability to handle emotions. This is about being open to (not closed off to) the experience of both positive and negative emotions, as well as being able to affect which emotions you and other people experience. When researchers discover a new psychological trait such as emotional intelligence, they need to prove that it can be measured. They must also be able to document that it differs from known psychological qualities such as general intelligence and personality traits. Tests have been developed to measure general intelligence (IQ), which is our ability to reason, understand things quickly, solve problems and learn from experience. IQ can help determine how well a person will perform in a complex role. Tests have also been developed which measure personality traits, i.e. how a person thinks, feels and behaves in various situations. Many personality traits can be sorted


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Frontline into one or more of five categories that are detected by the Five Factor Model: 1. Extraversion (traits such as outgoing, assertive, energetic), 2. Agreeableness (for example kind-hearted, trusting, cooperative), 3. Conscientiousness (tidy, responsible, reliable), 4. Neuroticism (ability to handle stress and uncertainty without strong worries and anxiety) and 5. Openness to experience (independent, intellectual, curious). Tests that measure these five categories of personality traits, or that measure more specific personality traits within each category, can reveal a lot of about how a person will enjoy and perform in a role. Both intelligence and personality traits are thus important for managers and the workplace. The significance is well-documented through research. Does the importance of emotional intelligence surpass these? Emotional intelligence has been subject to research for more than 25 years. Between 200 and 300 scientific papers that are related to emotional intelligence are published every year. More than 20 tests have been developed to measure emotional intelligence. Hallvard Føllesdal conducted a systematic review of this comprehensive research material within occupational and organisational psychology. So far, the search for emotional intelligence has been unsuccessful. “So far, there is little support that proves we have been able to measure emotional intelligence as a separate intelligence that is important for the workplace,” says Føllesdal. According to the BI researcher, both personality and general intelligence have a greater impact on the workplace than the abilities measured through emotional intelligence tests. However, Føllesdal does not rule out that there may be an intelligence that is related to emotions, for example how skilled a person is at determining what different people will feel in different situations. There is also research which indicates that the experience of different emotions can affect both performance and satisfaction in the workplace. “However, there is no basis in research for saying that emotional intelligence is an important quality for managers and employees,” says Føllesdal. ■

Should we worry about terrorism?

NICK SITTER Professor Department of Law and Governance

Terror is armed propa­ ganda and is rarely or never a threat against states, according to Professor Nick Sitter.


he Norwegian Intelligence Service recently stated that international terrorism is one of the three most serious threats that Norway faces. There are many people all over the world that are worried about terrorists. Should people in the Western world be concerned about terrorism? “Yes, in some sense we should be. Terrorism is a threat to life and limb. But there are many other things that also pose such a threat,” says Professor Nick Sitter at BI Norwegian Business School. He recently published a book on the history of terrorism through 150 years. WORSE THREATS THAN TERROR

REFERENCES: Sitter, N. (2017): Terrorismens historie. Attentat og terrorbekjempelse fra Tsar Aleksander II til ISIL. Dreyers forlag.

SUMMARY : THE EMOTIONAL IMPORTANCE OF WORK Emotional intelligence has been a popular topic for research in the past 25 years. In particular to prove that emotional intelligence is a crucial factor for successful leadership. A new survey shows that personality and common intelligence have greater impact.

Though terror can pose a threat to an individual’s life and limb, terrorism is rarely or never a threat against states or systems of government, according to Sitter. “There are many other threats against states and systems of governments that are more serious than terrorism in Europe today,” says the terrorism researcher. “What type of threats are these?” “Firstly, there is a large degree of geopolitical uncertainty. We saw an example of this when Russia annexed the Crimean Peninsula. Secondly, the EU is in crisis. And the recently elected President of the United States, Donald Trump, sowed some doubts regarding NATO’s ability to defend its member countries.” “What is terrorism?” “The core element of terrorism is that it involves violence against civilians for a political objective. The common denominator in almost all terror attacks is that it is an attempt to create fear. In other words, terrorism is a form of propaganda; armed propaganda.”


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“What has caused the US and France to declare war on terror?” “Former President of the United States George W. Bush and France’s President François Hollande have perceived Islamic terror, from Al-Qaida and IS, as a new and more serious threat against the US and Europe than previous terrorists. This is why they declared war on terror.” “Is this a correct perception? Are Al-Qaida and IS more dangerous than their predecessors in the history of terrorism?” “This depends on which of the terror groups’ strategies you interpret to be the most important aspect of the threat scenario.” THREE TERROR STRATEGIES

“Do terrorists seriously believe that they can achieve military victories over states?” “No. Very few, if any, terror groups believe they can achieve a military victory over the state. They try to provoke an overreaction, so the state uses the state’s forces against itself. Through overreactions from the state, they want to win increased support among the population.” “It could appear as if the terrorists are often very successful in provoking powerful reactions?” “When they are so frequently successful, this could be because political leaders need to demonstrate action after a terror attack. There is a delicate balance between the pressure to do something quickly and to do something sensible. Doing something quickly is not necessarily the same thing as doing something sensible,” says the BI Professor. “Almost by definition, new measures initiated immediately following an attack are poorly thought-through, and they can be difficult to withdraw afterwards,” he says.

»Terrorism is rarely or never a threat against states or systems.«

Nick Sitter has identified three different main strategies for the Islamic terror groups: • Al-Qaida’s first strategy was to attack the US on the home front. They did this on 11 September 2001. This was new as regards the scope and number of victims, but this was not the first time a non-Western terror group attacked a Western state on home ground. • Al-Qaida’s second strategy is to encourage solo terrorism, or “lone wolf” terrorism, in Europe and the US. This is also not a new idea, and does not pose a direct threat to the state. It can best be combatted with ordinary response from police and intelligence agencies. • It is only Al-Qaida and ISIL’s third strategy, to encourage local civil war, that truly represents a threat against the state. But this is not likely to happen in Europe, not even in Paris or Brussels. In his inaugural address in March 1933, Franklin Roosevelt said “the only thing we have to fear, is fear itself”. “The 32nd President of the United States was not talking about terrorism, but the quote is still a good piece of advice for the newly instated 45th President, Donald Trump. It is more effective to find good, long-term measures, than to simply demonstrate action,” says Nick Sitter. ■

SUMMARY : SHOULD WE WORRY ABOUT TERRORISM In a newly published book that reflects terrorism over the past 150 years, the author explains what terrorist strategy could be a threat to Europe. And how leaders should act against it.


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How employees perform better How do you ensure ­employees are performing at their very best? T ­ he answer is: “Let the em­ ployees decide how to solve their tasks themselves”.


very boss dreams of having employees that give 100 per cent at work and deliver excellent results. But what is the secret for getting employees to perform their very best? Do some management styles work better than other types of management? Associate Professor Stein Amundsen from Lillehammer University College and Professor Øyvind L. Martinsen at BI Norwegian Business School conducted three studies of nearly 2000 managers and employees in the private, public and non-profit sectors to find answers. The results have been published in the scientific periodicals The Leadership Quarterly and Journal of Leadership & Organizational Studies.

ØYVIND LUND MARTINSEN Professor Head of Department of Leadership and Organizational Behaviour

STEIN ­A MUNDSEN Associate professor Lillehammer University College

The researchers did not stop at just finding a management style, so-called empowering management. They have also examined the best way for managers to make employees more independent with regard to how they solve their tasks in practice. It turns out that it is not sufficient to just delegate more responsibility to the employees. The researchers have identified four key characteristics of managers that successfully make their employees more independent: • Managers must give employees real independence by delegating both responsibility and authority. • Managers must coordinate the independent employees’ work so it contributes to the achievement of organisational goals. • Managers must ensure that the employees are motivated to work independently. They can do this by encouraging initiatives, listening to their employees, focusing on their strong sides and supporting their efforts to achieve their goals. • Managers must support their employees in developing the skills to work independently. They can do this by giving the employees competence in managing themselves, so-called self-management. THE ART OF MANAGING YOURSELF


Studies show that managers who empower their employees with responsibility and authority to decide how to solve their tasks themselves, get better performance from their employees. In addition to their improved performance, employees also become more skilled at managing themselves. “We have also found that satisfaction and creativity increase in the organisations that give more responsibility and authority to employees,” says Øyvind L. Martinsen from BI. Having the possibility to decide for yourself is thus a key factor for becoming more productive at work. “Managers who successfully give their employees responsibility for how to solve their tasks, will thus make their organisation more competitive and capable of achieving its goals,” says Martinsen.


»The art of managing yourself involves setting challenging goals.«

According to the researchers, self-management is a requirement for working efficiently. “The art of managing yourself involves setting challenging goals, practicing difficult tasks, facilitating your own work situation, observing and motivating yourself and the ability to constructively influence your own thought patterns,” says Martinsen. The study shows that managers who do not have an unrealistically high opinion of themselves in their role achieve the best effect from empowering their employees with authority and responsibility. “Empowering management will most likely work very well in organisations where it makes sense for decisions to be made at the level where the job is actually done,” says the BI Professor. ■

SUMMARY : HOW EMPLOYEES PERFORM BETTER Surveys made with 2000 managers and employees show that responsibility, authority and self-management create better efficiency, creativity and satisfaction at work. It is called empowering management.


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»We are a large company, but aim to think like a startup. Anyone can challenge an established routine if they support it with data.«

EDWARD EIKLAND Senior Account Manager Google

Meet Mathilde, Edward, Jean-Francois, Nick and Lone. Five Alumni making an impact on society. Words by A N N A O L AU SS O N

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Mathilde in one of the museum’s beautiful art halls

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BEST OF TWO WORLDS Mathilde Emilie Johnsen, Head of Marketing at the Astrup Fearnley Museet in Oslo, brings together marketing and art.


s a child, Mathilde was fascinated by museums. And in her twenties she decided to work at the Astrup Fearnley Museet in Oslo, one of Scandinavia’s premier art museums. What have been the defining moments in your career? I was working in the museums reception for about a year and a half, and I was getting ready to apply for other jobs after I finished my studies. One day, management called me to let me know the position as booking- and events manager had opened up, and that the person who had the position wanted me to have it. That gave me a great chance to grow, learn and prove myself, and I am forever grateful for that. What is most inspiring about your job as Head of Sponsorship and Marketing? Getting to work in a field where there is really no right answers but lots of possibilities. Being inspired by the creativity, and ➢ AGE: 26 not working purely for the profit. I truly ➢ LIVES IN: Oslo believe that art enriches our lives, and that ➢ COMPANY: Astrup Fearnley in my opinion is always worth working Museet for! Oh, and going swimming in the fjord ➢ JOB TITLE: Head of Sponsorship and Marketing during lunch break is also an attribute! ➢ WORKS WITH: Marketing When did you know you wanted to activities, communication, events focus on marketing? and sponsorships Even though I am educated in market➢ PROGRAMME AT BI: Bachelor ing, I was not a hundred percent sure I in Arts and Management 2013 wanted to work in this area before I was ➢ TV-SERIES: Skam, Girls, Planet given the opportunity. The relationship Earth and Geordie Shore! between marketing and the arts does not ➢ BEST ABOUT OSLO: The fjord, really have a long history. When marketing the islands, the forest and the the arts it is important to understand that mountains there is a fine line between getting your message out to a wider audience with a positive outcome, and the risk of making your message too commercial and thereby detracting from the product. Do you have a favourite artwork at the museum? That’s a tough one! But I have a weak spot for Apparazione from 1992 by Sigmar Polke. What is your next career step? I dream of working abroad for the big contemporary art museums – Tate, MoMa, LACMA, MACBA… What BI-knowledge do you value most? I always think about the business side of things when making decisions, such as how to increase sales, grow audiences and strengthen the brand.



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Edward’s interest for j­ ournalism and PR took him to Dublin and Google

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ADVISING TOP CLIENTS Edward Eikland started out in the PR business in Oslo. Today he works with digital marketing at Google’s headquarters in Dublin. What has your career been like up until now? After my Bachelor studies at BI I was fortunate to land a job at a great PR agency in Oslo, where I worked on a number of projects for top international brands. I was expected to handle large accounts from day one, which meant an incredibly steep learning curve, but also quite a few mistakes along the way. After three years in PR, I left to study for an MSc in Strategic Management at Rotterdam School of Management. I was lucky to be contacted by Google while finishing my studies, and moved to Dublin in 2014. At Google, I work as an Account Manager for some of Norway’s largest companies within the retail and technology sector, advising them how to make the most of Google’s advertising solutions on Google Search and YouTube. You were an active student at BI, involved in everything from football to the school newspaper. Do you have an equally full agenda today? It is definitely not less busy. I am lucky to work at a company that pro➢ AGE: 29 vides opportunities to dive deep into ➢ LIVES IN: Dublin ➢ COMPANY: Google areas you are interested in, even outside ➢ ofJOB TITLE: Senior Account your core role. I have specialized in Manager YouTube, and recently took a course on ➢ WORKS WITH: Digital Marketing machine learning. At the same time, ➢ PROGRAMME AT BI: Bachelor Google takes good care of its employees, in Marketing Communication 2010 encouraging us to detach from work ➢ TV-SERIES: Scrubs and and take vacation. I stay active as well, Westworld hitting the Google gym and playing ➢ ENJOYS OUT OF OFFICE: football on the weekends. Traveling, music and sports. Google is a a company that many ➢ BEST ABOUT DUBLIN: can only dream of working for, are Great places to eat, drink and you living the dream? enjoy great music I am lucky to have a lot of opportunities through Google, and I am able to control my own time for the most part. It’s a great company to work for, but at the end of the day it is still a job and you need to find time for your passions outside of work. How do you tackle pressure? I am passionate about my job and have high ambitions, so I have definitely put too much pressure on myself at times. I have grown from these experiences and have learned to stress down using meditation. What qualities do you think are most important working at Google? Always question the status quo. We are a large company now, but aim to think like a startup. Which means that anyone can challenge an established routine if they support it with data. In addition of course, being considerate of others and helpful. We call it being “Googley”.




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RENEWABILITY AS MISSION Jean-Francois Samray is the economist who helps engineers to change the world using renewable energy.


uilding consensus, developing and creating a vision for the future of the industry, financing and delivering the action plan, developing and maintaining a coalition, representing the industry at government level and to the media, describes Jean-Francois’s job as Chief Executive Officer at The Quebec Association for the Production of Renewable Energy. What attracted you to the energy industry? Energy is essential for life and for the economy. As an economist, I always had a great interest in energy-related issues. You went back to BI for a EMBA in energy. What led you to that decision? I was looking for an EMBA program with intensive modules which would provide with me a global perspective and a broad overview on all forms of energy, including renewables. The Norwegian oil and gas model was of great interest to ➢ AGE: 48 me as well as the energy transition choice ➢ LIVES: Montréal made in the emobility and biofuel sectors. ➢ COMPANY: The Quebec Association for the Production You have to be good at lobbying in of Renewable Energy (AQPER) your job, what other elements have ➢ TITLE: Chief Executive you needed to master? Officer Lobbying is the end result of a long ➢ WORKS WITH: Renewable process; the tip of the iceberg. Analyzing energy developers, service and problems, finding solutions, developing equipment providers and maintaining a large network, build➢PROGRAMME AT BI: ing consensus, managing multidisciExecutive MBA 2014 plinary task forces and communicating ➢ ENJOYS OUT OF OFFICE: with the different stakeholders are among Sailing on my boat, outdoor the other elements to master in order to activites and skiing be successful in this kind of job. ➢ BEST ABOUT MONTRÉAL: Quality of living You are also an BI EMBA Leadership Mentor. What does that entail? It entails working with an EMBA mentee on a dimension of their personality and leadership behaviour that they wants to improve on. I offer a constructive environment in which they can be comfortable in discussing and reflecting on past and present situations experienced at work. We review the scene, the characters, the dialogues, the interactions, the objectives, and we discuss the final outcome of different situations. In my opinion, this style helps raise our awareness and helps us be better people and therefore better leaders. I highly recommend it.

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Jean-Francois Samray travels the world and represents the Canadian renewable energy sector

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Nick Edward chose Oslo as new hometown because of his experiences at BI and the start of career at Wilhelmsen

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ANALYZING A NEW WORLD Nick Edward’s biggest eye opener when starting his career at Wilhelmsen in Oslo was the discovery of the power behind managing communication. You went back to BI for a major in finance, what made you take that decision? Well, a common denominator here is that I wanted to pursue finance in my career, I was good at it in school and I liked it and still do. I liked Norway and hence the idea of perhaps I could start my career here in Norway. Besides, I needed to get more international exposure during my studies, so going back home to Tanzania was not on the table. Considering my history at BI, knowing the high standard of the facilities, of the curriculum, the teaching staff and faculty members alike. Most of all the programmes offered that gives the students the possibilities to exploit all kinds of opportunities that would allow ➢ AGE: 32 them to succeed in securing a future after ➢ LIVES IN: Oslo graduation, I was certain with what I could ➢ COMPANY: Wilhelmsen achieve by choosing BI again. Ships Service How has your career been? ➢ JOB TITLE: Strategy AnaMy entry role for my first job was as a busilyst Corporate Finance ness analyst for one of the Wilhelmsen Ships ➢ WORKS WITH: Corporate Service (WSS) divisions; providing analytFinance ical insights to the senior management and ➢ PROGRAMME AT BI: to projects and initiatives for understanding Bachelor in Business Adkey business drivers and develop potential ministration 2011 and MSc. solutions to improve business performance. Business Economics 2013 Just recently, about 3 years along the line, ➢ TV-SERIES: House of Cards and Billionares I started my new role as Strategy Analyst ➢ BEST ABOUT DAR ESCorporate Finance here at WSS. It is a good SALAAM, TANZANIA: opportunity and open doors to a new arena Vibrant and friendly people in in my career with working and contributing a warm city, full of white sand towards developing a Finance Transformabeaches. And tasty BBQ food tion roadmap for the whole company and for all business divisions. What was the biggest eye opener? I would say the key asset that anyone can hold which you can never really learn in the classroom because it is often shaped by one’s personality to a considerable degree – is communication. How you manage relationship building, networking and people management. It is how the real business world really functions, besides one’s talent, competence and background. What is your best advices for those looking to take further education at BI? Look and go for what you are passionate about.



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Lone keeps in touch with BIs alumni network through social networks, friends and breakfast meetings

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BUILDING DIGITAL BRIDGES Lone Holme Bonde has been around the world working and studying since she was 19. Today she shaping the digital customer experiences of insurance company Gjensidige. You moved to Brussels directly after high school as an au pair, what lessons did you learn from this? A lot, both on a personal and professional level, including a new language (French) and many new cultures as I lived with a French-Italian family in the culturally composite European capital. I also learned what direction I wanted for my career, and that I could live in another country than my native country. You were awarded Best student at BI and last year you were named Marketer of the Year in Norway. Have you always had a strong driving force? I have always done the best I can and ➢ AGE: 32 sought challenges and opportunities to ➢ LIVES IN: Oslo learn new things, so I suppose that can be ➢ COMPANY: Gjensidige labelled as drive. I hesitate to call it that Forsikring AS because it has not been for a particular ➢ JOB TITLE: Head of Customer experience goal, but to explore the unknown. ➢ WORKS WITH: DigiYou work at a big insurance comtal channels for customer pany. Why is it the right job for you? communication It is a highly dynamic organisation and ➢ PROGRAMME AT BI: MSc Gjensidige has given given me a large International Marketing and range of different opportunities over the Management 2010 years. And my skillful and engaged col➢ ENJOYS OUT OF OFFICE: leagues are a daily source of motivation. Food, family and travelling to How would you describe your job? the mountains I am fortunate enough to be responsible ➢ BEST ABOUT YOUR HOMEfor the team that works with shaping the TOWN SKJERN, DENMARK: digital customer experiences at Gjensidige. The ensuing ability to move around freely between activities, It is highly motivating to work with our best friends and family people in user experience, digital design, web analytics, search optimisation and content strategy to create the best customer experiences. What is your best recipe to cope with intensive work periods? Organise your professional time efficiently to cope with the periods when you work intensively and late, at the same time planning time with family, friends and engaging in your hobbies. How do you keep colleagues energized? Celebrate the little successes as well as the big; a high five or a shared “Yes!” can be just as rewarding and motivating as a more formal celebration. Facilitating social activities, to get to know each other outside work.



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Tor Haugnes, Lecturer Department of Strategy

Start me up! BI StartUp is a dedicated space at BI – campus Oslo, where future entrepreneurs will gather to find support, training and coaching. The aim is to create a social and professional meeting place for innovation and exchange of knowledge, across various courses and schools.

Words by PER OLSSON Illustration by HANS VON CORSWANT

In the premises below Starbucks at BI - campus Oslo Tor Haugnes will create a hub for students who want to learn about startups


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TOR HAUGNES Tor Haugnes is lecturer at the Department of Strategy. He is Associate Dean for the Bachelor of Entrepreneurship and Economy programme, and has worked with entrepreneurship and startups at BI for several years. Project Manager Vibeke Dahle-Hansen is also on the BI Startup team.


BACHELOR IN ENTREPRENEURSHIP AND ECONOMICS Bachelor in Entrepreneurship and Economics is a three-year programme, available at campus Oslo, Bergen, Trondheim and Stavanger. Students gain a solid foundation for developing products, business ideas and companies. Main topics are: u Economics, administration and marketing u Case Studies u Idea development u How to start your own business READ MORE:

bi.no (only available in Norwegian)

In 2013, Tor Haugnes, lecturer at the Department of Strategy at BI, launched the project CoWork at BI campus-Oslo. The aim was to create better conditions for cooperation between students in various degree courses. The results were good, and one of Tor’s conclusions was that students who participated in the CoWork project solved their problems differently than they would have done if working on their own or only with their classmates. Due to the successful outcome of the CoWork project, BI has now launched BI StartUp, with Tor as the initiator and head of the programme. This time, students from BI are joined by students from other schools and universities in Oslo, including students from the University of Oslo. BI StartUp focuses of course on entrepreneurship. What is BI StartUp? “There are almost 10,000 students here at campus Oslo. The fact that BI has created an environment with all the elements needed to run a startup – a new company – is very exciting. BI StartUp will be a place where students can have a go, where ideas can be tested out and problems can be solved. They will gain support to succeed, but also benefit from this support when they fail.” Several of the researchers from BI and student organizations, such as Ungt entreprenørskap, are already linked to BI StartUp, as are independent collaborators from the startup scene in Oslo like, Startup Labs and Fintech Factory. Once up and running, the plan is to collaborate with selected companies from the business community in Oslo. The venue can also be used for events and conferences. Why is this happening now? “I think the timing is perfect. The Norwegian startup industry is currently growing and I think that BI StartUp can provide invaluable knowledge of entrepreneurship as well as insight into different business structures. Knowledge that can help students take the step into the real world of startups, if given the chance.” The interdisciplinary environment at BI StartUp will partly come from knowledge that BI students bring in the


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”BI StartUp will focus on the importance of networking. Perhaps a student at the University of Oslo has a good idea that can be put into practice with the help of our students, or vice versa.”

way of economics, administration, sales and marketing: the foundations of a healthy business. But also from skills that students from other schools have, such as programming, product development and healthcare. Can any student join BI Startup? “Yes, BI StartUp will focus on the importance of networking. Perhaps a student at the University of Oslo has a good idea that can be put into practice with the help of our students, or vice versa. If we can then link this work to the industry, the students who have practiced entrepreneurship at BI will be well equipped to embark on a startup.” What will the students learn, in practice? “They will learn to draw up business plans, develop, package and present their ideas and learn to pitch them, hopefully directly to businesses.” At the onset, the premises below Starbucks in BI’s entrance hall will become the home of BI Startup. What happens in the run-up to the big opening later this year? “A new website with information on everything that happens within entrepreneurship and on the start up scene in Oslo will soon be up and running. It will contain both external and internal activities. We will also mobilize the students participating in Start BI, CoWork and ENTØK to be more involved in shaping this into something the students will be very interested in. Finally, we will create a venue with co-working space, with open-plan workstations, a stage for events and an idea-hub and meeting facilities.” What is your aim with BI StartUp? “I want this to be an important part of BI’s business programmes. We know that there are students, both at undergraduate and graduate level, who operate private companies, and we would like to include them in the start-up environment at BI. In the future, I would like all students to have the opportunity to try a startup. I think it will make both BI and our students more attractive.” ■


ENREPRENEURSHIP AT BI Interested in learning more about other start-up initiatives at BI? Check out these initiatives online: u CoWork u Start BI u ENTØK

You can also join the BI Alumni Innovation and Entrepreneurship group on alumni.bi.no. .


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SK BRANN SK Brann is a sports club from Bergen in Norway. The club was founded in 1908 and was originally a ski and football association. But it has become most famous for its success as a football club. LEAGUE CHAMPIONS:

1961/62, 1963, 2007. CUP WINNER: 1923, 1925,

1972, 1976, 1982, 2004. EUROPEAN CUP: Quarter

final in the Cup Winners Cup 1996/97. UEFA Cup 2007/08. www.brann.no


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Business Profiles

BERGEN’S FINEST Brann sports club is one of Norway’s strongest brands. As the football club is expected to win its 15 home matches every year, there is a strong culture of wanting to deliver, both commercially and with regards to the sport. Words by PER OLSSON | Photographs by BOBO OLSSON

I Camilla is responsible for everybody having an extraordinary experience at home matches at the BrannStadium

t is the day after. And it’s raining. Bergen, situated on Norway’s southwest coast, is surrounded by a magical landscape of fjords, sea and mountains. As a tourist magnet, it is one of Norway’s strongest. But it often rains. An observation for those who care about the weather. Bergen is also known for its football team, Sportsklubben Brann, the pride and joy of the town and with a long history of great triumphs. Last night’s visitor was rival team Rosenborg from Trondheim. Although just a training match before the start of the season, a large audience had gathered in the red and white arena. Rosenborg is, along with Brann, tipped to get a high ranking in this year’s league. It is likely that one of them will win. Yesterday, Rosenborg drew the short straw and and travelled home as victors. Before the interviews commence, we walk through Brann’s offices. The walls tell the tales of games in Europe’s finest cups, both Champions League and UEFA Cup, with great results against clubs such as Olympique Marsielle, Everton and Dinamo Zagreb. The last European adventure took place in 2008. The most recent champion’s title in Norway’s premier league was won in 2007. Last year the club came second and the year before, it played in the second highest league. “Yes, we lost yesterday. That’s always hard. But we only mourn a loss until the office opens again at 8 a.m. the following morning. And now it’s past eight o’clock, so my team and I are looking ahead,” says Camilla Schutz, Brann’s commercial director.



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Business Profiles

SOCIAL RESPONSIBILITY GATELAGET u The street team is a daycare for sober drug- pills or alcoholic addicts in Bergen. The goal is to give increased quality of life through community and physical education. We want SK Brann to be a meeting place for those who have taken steps in the right direction and who need motivation to stay ineffective and to move on. STJERNELAGET u The star team SK Brann caters to players of 15-years and older who have disabilities or who could otherwise not represent regular teams. BRANNSJANSEN u Brannsjansen started in 2011 and take on around 13 candidates in February and September each year. Candidates are recruited

through NAV’s, (Social insurance, employment services and municipal social services in one authority.) qualification program before they reach an interview. Brannsjansen is aimed at young adults in the age group 19 through 27 years. MOT u Brann play with the MOT logo on their match kit. MOT is an attitude-creating organization that works for and with youth. BARNEKLINIKKEN u Brann has a close cooperation with Haukeland University Hospital and Children’s Clinic. It consists of Branns players visiting children who are at the clinic for a short or longer periods of time to give them some positive experiences in an everyday life that is difficult.

Camilla Schutz has been with the club for a year. Before that, she spent 13 years in finance. Joining Brann meant a big change, something she was looking for when given the opportunity to pursue another line of business. “In the finance industry, like many similar industries, you are spoiled for having like-minded people around you. People who gained their education at more or less the same schools and have similar professional backgrounds. At Brann we are a small organisation that consists of a commercial department and a sports section. And there is a much wider range among employees with different backgrounds and different skills. But in order to manage during our home games, we also enlist 200 volunteers to help.” Yesterday’s event went well. Even though it was just a training match, there were 10,800 in the audience. During the football season, Brann organises 15 home matches. Everything has to work, and preferably better than at the previous game. “We are not unlike the event industry, as we organise 15 events a year.

Vibeke in conversation with midfielder Kaspar Skaanes

VILVITE u VilVite is a popular science and learning center for technology, science and science in Bergen. VilVite invites people of all ages to take part in this and focuses especially on children and young people of school age. Brann has a good collaboration through a project called football in the math book.

Ideally with full stands. The 17,686 visitors should get a top-rate experience where everything is perfect, from the atmosphere in the stands to the queues for the toilets or the selection of snacks in the kiosks.”


o, on a rainy day after the match, outside the arena the natural grass is meticulously covered with a special plastic to protect it from the heavy rain. The stands are being tidied, and next week’s start of the season has resulted in some extra cleaning here and there. Brann is somewhat unusual. As a members’ club since 1908, the club and its members own the arena, and have to be involved in all big decisions. “I quickly realized that it was essential to listen to what

AKTIVITETSKORTET u Aktivitetskortet contains attractive offers for the city’s population, and the card also enables entry to the citys disadvantaged. Aktivitetskortet want more children and young people to get to know Brann and know the atmosphere at the stadium.

the members, as well as those who have worked at the club for a long time, think is important. It is not only a football club, it is also one of Norway’s most well-known brands, and the people of Bergen are hugely proud of the club. Everyone talks about what happens at the club, from results to new players to how many people came to see the match. And anything else that is related.” As a membership club, Brann has always had a large amount of social responsibility. Many of the sponsors who support the club financially are not only interested in winning, but also in the different ways the club gets involved in the community. “Our social responsibility is of huge significance. It makes us greater and more important than great results or full stands.”

»The 17,686 visitors should get a top-rate experience where everything is perfect.«



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VIBEKE JOHANNESEN ➢ AGE: 41 ➢ LIVES: Bergen ➢ TITLE: Managing Director ➢ PROGRAM BI: Bachelor in Marketing ➢ FAVORITE FOOTBALL ­P LAYER: Those who play at Brann. And Zlatan... ➢ BEST ABOUT BERGEN: The engagement, Brann and the seven mountains of Bergen. Watch the interview on bi.no/alumni



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Business Profiles

BRANN VISION u We’ll take home the gold. u The whole of Bergen knows that we’ll take home the gold. u All we do, we do to win the gold. u Brann will fight in the top of the top division in Norwegian football. u The A-team consists of several local players from the development team. u Some of the self-developed players move on to other clubs, preferably outside Norway, with agreements that are good for the club’s further development. u The Brann Stadium is a fort and stands full at every match. u Brann is a business partner in Bergen that makes a difference.

One of Brann’s initiatives is Gatelaget (street team, in English), a team of sober alcoholics who can practice twice a week, borrow equipment, have lunch and socialize with the players in the A-team. “By being involved, we know that members of Gatelaget find it easier to stay sober.

»Elite sports can be isolating, but mixing with Gatelaget results in a lot of laughter.« For some of them, training is the only thing they will have planned for that week. We also know that it has a positive effect on our A-team players. Elite sports can be isolating and become routine, but mixing with Gatelaget results in a lot of laughter and a lot of love.” The fact that the club depends on good sports results is no secret, and for Camilla and her team, the club’s culture of having to perform has been quite educational. “We have learned a lot about how the team and its management think. We have taken on board their way of focusing on a task, how thoroughly they prepare and how they constantly work to improve their weaknesses.”


ibeke Johannesen is Managing Director of Brann and has the ultimate responsibility for the club. A job she was offered when the club, for the first time in 31 seasons, was rel-

Match sweaters are signed by the players and handed out at different events

egated from the first division. “I had been with the club for nine years and it was a tough challenge to take over the responsibility. If you leave the first division, a lot of money is lost, especially from ticket sales, sponsorship and media income. Clubs that are more used to switching between good and poor results are more prepared when this happens. But we suddenly had a team of players who wanted the same money as the year before, and an organisation that was also set up for this type of budget.” Vibeke had come from being the club’s commercial manager and had, because of this, a good relationship with key sponsors and partners that contributed with revenues. A reorganisation resulted in a smaller club with the aim of returning to the first division as soon as possible. One of the most important lessons was the players’ contracts. Today, all Brann players have contracts which state that salaries and bonuses are revised if the club is relegated from the first division. What is the difference between leading a football club and a regular company? That we have so many different skills and functions within the same organisation. And that so many of our staff have short-term contracts. And, of course, that Brann is so important to the people of Bergen, whether you are interested in football or not. This means that I always have to consider many different wills and needs when making important and big decisions. As Vibeke shows us around the arena, she points to where the new improved stands will be built. When they are ready, it will improve the facility at the stadium. We also meet the players, who have had time to change after the morning’s training



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Capacity for 17,686 spectators. Each stands have their own sponsor

CAMILLA SCHUTZ ➢ AGE: 39 ➢ LIVES: Bergen ➢ TITLE: Commercial Director ➢ PROGRAM BI: Bachelor in Marketing Communication ➢ FAVORITE FOOTBALL PLAYER: Everyone who plays for Brann (and, after all, it’s mostly the ones I can name on too) ➢ BEST ABOUT BERGEN: The charm and warmth you feel when in the city. And the amazing “Bergensers” with the heart of Bergen and Brann. Watch the interview on bi.no/alumni

session. On the boardroom walls, we note that the portraits of notable people from Brann’s history are of men only. “It is still unusual to have women in leading positions in the big clubs. But football is a generous world, and although us leaders are bitter opponents on match days, we share our experiences and success stories. I have good contact with the Swedish club Malmö FF and I have visited Hammarby in Stockholm, which has a similar audience to us with loyal and kind fans.” How important are the fans? The fans are super important. The results aren’t always what you want, regardless of how well the team has prepared. So, you need the support of the audience, and in our case, our owners. Therefore, we are always in discussions with our fans. And no fighting means that even families with children feel safe at our matches. That’s not always the case for some clubs. What takes up most of your time during your working day?

Management! follow-up of the Stadium’s development plans, implementation and follow-up of strategies, execution of matches and monitoring of outgoing contracts and new ones. In today’s world, where you can follow the players’ lives in social media, how much responsibility do you take as a club? When you’re a player with us, you’re with us around the clock. The players are important role models and must therefore act as such. The club is not only dependent on results. Our long-term aim is to maintain a strong brand, social responsibility and delivering an experience, both for those who see a home game for the hundredth time and those who visit Brann’s stadium for the first time. I love it when we win, it’s really important, we all think so. But sometimes you lose and then you have to have a plan and maintain your focus. Being the manager of Brann is not only about managing a legacy, it’s just as much about constantly developing this legacy. ■

BRANN MISSION u We are Brann – Bergen’s pride. u Brann is something we all share. u By being a part of Brann, you commit to loyalty. u Everyone who is part of the club is responsible for the pride. u We will always put the club before ourselves and sacrifice everything. u Have quality in everything we do. u We will love challenges and expectations. u We’ll be best EVERY DAY! u Cohesion at all times u We will have respect for fellow players and opponents. u We will show pride in everything we do. u To play at Brann and represent Bergen is an honor. u Perform professionally in adversity. u Remember our story and create our future. u Local Identity!



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»There is no doubt that new technology has had a major impact. But I suspect that when the dust settles we will be left with more or less the same marketing principles.« Professor Line Lervik-Olsen began working extra in hotels when she was 18. Today, she is an expert in the fields of service marketing and service innovation. Words by MORTEN STÅLE NILSEN Photographs by MARTE GARMANN

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One of Line’s first passions was heavy metal music. Today she is impressed by band’s marketing and loyalty work.

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“Right now there is a number of very strong trends. One is that we are always online. Another is that we want a return on all the time we invest. We are also increasingly mobile, we move around more and take more vacations.”

You’re one of those rare people that were actually born in Oslo. – I was. But I’ve lived all over the place. We started moving around when I was four-and-a-half: We lived in Fetsund for a year, and then went on to Skei in Jølster, which made me an Oslo girl but with nynorsk as my writing language. My father was a teacher, and became a principal there at the age of 29. My mother was a nurse. After another four years we moved to Oppland. When I turned 18 I went back to Oslo. I wanted to go home. And you went to work straight away? – Yes, at Hotel Gabelshus in Oslo. I’d been working weekends since I was 15, and decided to have a year away from school to figure out what I wanted to do. As it happened, after three months I signed on for a parttime education to become a waiter. Waiting seems like stressful work. – Yes, but extremely fun when you’re young enough to do it. I had the time of my life. After a while though, I realized that I wanted to become a restaurant manager. I signed up for school, and then the principal moved me to hotel management. I had little say in the matter [laughs]. After three years at Norsk hotellhøgskole in Stavanger I started a master program, which led to a year in Miami at the Florida International University – I did a course in fast food management with one of the founders of Burger King, among other things – before I went back to Stavanger and

finished my Master of Science degree in hospitality management. I then spent two years in Alta, at Finnmark College [now University of Tromsø], teaching along with my housemate from Miami. That’s quite a leap in temperature. – Yes, but the fascinating thing was what Miami and Alta seemingly had in common, which was a laidback attitude and sense of time. Did you always feel the lure of academia? – Yes. After two years I applied for a research fellowship here at BI, at the Norwegian Customer Satisfaction Barometer. I got it, and had to find an apartment in Oslo in less than a month. My mother sent in the winning bid while I was at a U2 concert. That was twenty years ago, and I’ve been at BI ever since. Well, except for a very fun year as a visiting Ph.D. student in Ann Arbor, at the University of Michigan Business School. Oh, and in 2010 I spent three months at Stanford, as part of the Scancor (Scandinavian Consortium of Organizational Research) program. So I’ve spent time on both the U.S. coasts, and in the mid-west too.

marketing and consumers as such, that’s one of my areas of research. The paradigm shift is immense, so immense that it’s easy to be overwhelmed.

Your academic career largely coincided with the rise of the Internet. What has the Internet, and later social media, meant for the field of marketing? – Well, first I’d like to say that as a student it provided me with great opportunities, access to databases and the like. It’s an incredible tool. When it comes to it’s impact on the field of

Is it also in a state of constant metamorphosis? – Right now there’s a number of very strong trends. One is we’re always online. What are the consequences? Another is that people want a return on the time they invest. Third: We’re increasingly mobile – people move around more, take more vacations. A fourth is the increased


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Line thinks that Norwegian companies have great potential of improving when it comes to complaint management

awareness about sustainability. Is it a seismic shift? – There’s no doubt that new technology has had a major impact. But I suspect that when the dust settles, we’ll be left with more or less the same principles. It’s more of a 24/7 world. But the basic principles of communication and marketing will remain the same. The way the Internet has become a part of the toolbox feels pretty natural to me. Has the Internet made it easier for people to voice their complaints? – Sure. When I worked in the

hotel business in the 80s, our relationship with the meaning of service was somewhat theoretical. It was, like, free coffee. We weren’t really equipped to deal with complaints. You could hear service personnel say “write a letter to the newspaper then, and don’t come back!”. We’ve come along way since then. Customer satisfaction in Norway today is around 72 on a scale from 0 to 100. That’s pretty good. But there’s still a great deal more to learn, and, generally, Norwegian companies have great potential of improving when it comes to handling complaints.

The airline industry seems to get a lot of criticism. – Yes, airlines and cable TV and broadband providers are companies are generally to be found on the lowest rungs of national customer satisfaction barometers. Seemingly Airline companies do best in times of crises, funnily enough. They don’t do as well on a day-to-day basis. Hower, lately they have been climbing on the barometers. Their satisfaction scores are increasing. You hold a part-time position at


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the Centre for Service Innovation at the Norwegian School of Economics in Bergen. – Our work there is interdisciplinary and utilizes ideas and perspectives from a variety of fields. My field, service marketing and service innovation, is getting broader all the time. Even in banks the focus is increasingly on service, or customer-centricity, rather than what has traditionally been called products.

– The fundamental idea is that service, rather than goods per se, is the fundamental basis for exchange, and that service exchange will be the most important part of the economy. Most products come with a service component. Right now there’s a lot of innovation happening in health care, for instance. How can we make health care more cost-efficient and improve people’s experiences of it at the same time?

You’re working on an innovation index. What is that? – Yes. The goal is to measure what customers feel about innovation in Norwegian businesses. Previous innovation indexes have concerned themselves mostly with the innovation

One of the principles of service-dominant logic, as I understand it, is the co-creation of value? – Yes. The idea is that the customer is just as important in creating the value of an object, or an exchange.

“Airline companies do best in times of crises, funnily enough. They do not do as well on a day-to-day basis.”

level of countries. According to these indexes we are not very innovative in Norway. But we’re thinking that maybe the measurements are wrong, and want to go straight to the source: The customer. We don’t want to talk to experts or CEOs. We’ve established four areas of innovation for businesses: One is the core product – the coffee at Starbucks, say. Number two is service delivery. Three is customer communication – how do you establish and keep your relationship with your customer? Four is what we call the service environment, physical or online. We want to measure relative attractiveness as opposed to absolute satisfaction. You might be happy with two different service providers in the same field – but which one do you prefer in the end, and why? We’re hoping it will be a useful complementary index to the Customer Satisfaction Barometer. Tell me about the term service-dominant logic (S-D).

A car is of no use in itself. It only acquires real value when someone drives it. These ideas have been around for quite a while, but are constantly being applied to new perspectives. What, from a service standpoint, is new in the banking business? It’s been a long time since I’ve physically been in a bank. – Vipps, for instance, the app from one of the Norwegian banks, that lets you transfer funds in an instant, has become a big hit. Customer satisfaction was increasing at first – until the news broke that the bank was also planning to close down several branches and let 600 people go. The tendency is to think that young people embrace new technology and that old people are more reluctant. But research shows that it’s more complicated than that. Young people who are in the process of establishing their adult lives – buying a house and the

like – don’t want to do it online. These are big decisions, and need names and faces they can attach to them. This is what we call a credence service, and those are hard to automate. But the app itself has been a success from an innovation standpoint? The other Norwegian banks, which were in the process of developing their own apps, have fallen in line. Will Vipps become the standard for this kind of transactions. – That’s true according to our research. Ease of use is essential. Technological innovations need to have a high degree of connectivity. Are Norwegian businesses inherently conservative? – It’s true that they are traditional. Our thesis is that quality leads to contentment, but that innovation can lead to something greater: excitement. You’re involved in big research projects – how do you find the time to teach as well? – Well, I run a 24/7 operation, and sometimes struggle with deadlines, and couldn’t have done it without an accepting family. I did my doctorate while pregnant. And I qualified as a professor while holding down a fulltime position. I’m very fortunate to have an understanding and supportive husband. I couldn’t have done it without him. How old are your kids? – Two girls, twelve and fourteen. When you do have some time off, what do you do with it? – I love music. My kids and husband do too, fortunately. I was lucky enough to see Miles Davis play in Oslo when I was 19. That was the greatest thing ever, for me. Do you play an instrument yourself? – I used to play the cornet in a marching band, and I’m thinking of picking up where I left off. My father plays the trumpet. We’ll see. There’s a piano at home as well. One of my


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daughters plays the violin. The other is an athlete, but plays music all day long. I’m surrounded by music. Has your interest in music provided you with any insights in your academic life? – Actually, yes. One of my first passions was heavy metal music. When it comes to marketing and customer loyalty in particular, which is one of the things I’ve been interested in academically, nobody beats heavy metal bands. They’re really professional. Look at Iron Maiden! Or the Kiss Army! The fitness centers could learn a lot. Like many others I have been a loyal customer of a fitness center for years; 18 to be exact. That’s customer loyalty! – And you know what? They don’t value that at all! Their best deals and perks are all aimed at getting new customers. To me, that’s a classic mistake. What are the others? – As I said earlier, we’re lacking in our ability to deal with complaints. Customer guarantees may look good on paper, but if we fail to deliver on them … The thing is, it doesn’t necessarily take that much effort. It’s not just about paying up to get the customer off your back. It’s about acknowledging the problem and providing information. There’s a term called service recovery paradox. That is what happens when a customer thinks more highly of a company after the company corrects a problem. We don’t see a lot of that in Norway, unfortunately. What do millennials want that businesses need to be aware of? – They’re very interested in sustainability and the environment. They don’t want to work for just anyone; the work they do needs to make sense to them. They’re idealistic. They’re hard workers. And they are, like every other demographic, increasingly aware of the value of time. They live in the here and now. This might have to do with the fact that we live in uncertain times. The millennials I meet here at BI work hard, they’re sociable and they get excellent results. I’m very optimistic about them. ■

One of Line’s thesis is that quality leads to contentment, but that innovation can lead to something greater: excitement

MORE ABOUT LINE LERVIK-OLSEN ➢ AGE: 49 ➢ LIVES: Oslo ➢ WORKS AS: Professor in marketing ➢ TWITTER: @LervikL ➢ TEACHES IN: Service marketing and strategic marketing at various levels ➢ ACADEMIC DEGREES: 2002 PhD at BI Norwegian Business School and University of Michigan Business School 1995 Master of Science at University of Stavanger and Florida International University ➢ WORK EXPERIENCE: Lervik-Olsen has been the research leader of the Norwegian Customer Satisfaction Barometer (2001-2002) and is currently affiliated with the Center for Service Innovation at the Norwegian School of Economics (NHH) where she holds a part-time position 1995-1997 Finnmark University College, Lecturer 1999-2000 University of Michigan Business School, guest researcher 1997-2002 BI Norwegian Business School, PhD. candidate

2009-2010 Karlstad Business School, guest researcher 2010-2010 Stanford University, guest researcher 2003-2016 BI Norwegian Business School, associate professor 2015- Present Norwegian School of Economics, Center for Service Innovation, Professor 2016-Present BI Norwegian Business School, Professor in marketing

➢ RESEARCH FIELD: Service marketing and strategic marketing with a special focus on service innovation, consumer trends, customer satisfaction and complaint behavior ➢ AUTOR: • Service og Innovasjon, Fagboksforlaget 2015 ➢ PUBLISHED: Journal of Service Research, the Journal of Economic Psychology, Managing Service Quality, the Journal of Service Theory and Practice and Plos One and Journal of Business Research


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WORLD REPORT News from the world of BI Alumni

Stronger together BI Executive Vice President Communication, Yngve Kveine welcomed alumni and guests from the Norwegian-Danish Chamber of Commerce and Culture to the latest BI Alumni Forum in Copenhagen The event took place at the Nordic Council of Ministers on 30th November 2016. Guest speaker and

Volunteers Fatima Yusuf and Guri Anne Gundersen with Commercial Director of Google Norway, Oddgeir Garnes

host, Secretary General Dagfinn Høybråten, shared his perspectives on Nordic cooperation in a changing world where international interest in the Nordic region and in Nordic solutions is greater than ever before. The formal part of the evening was followed by a networking reception.

Top class networking in Copenhagen



Alumni Volunteers from the Marketing Community invited Commercial Director of Google Norway, Oddgeir Garnes, and Professor Fred Selnes to a breakfast seminar on 28th February. The experts discussed whether advertising in digital channels has an impact on actual sales and on brand building. Participating alumni gained insight into the latest ways to measure the impact of digital advertising.


Join international alumni communities at alumni.bi.no:


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ALUMNI-EVENT OF THE YEAR President Inge Jan Henjesand welcomed alumni to the BI Alumni Day 2016, emphasizing the importance of their role in BI’s future relevance and reputation. Digitalization and digital knowledge was the topic of the day. Professor Espen Andersen challenged the audience on how emerging digital tools into use at work. Professor Sut I. Wong talked about how the emerging technologies are changing the way we work and changing business innovation. Finally, Professor Donatella de Paoli gave an inspiring talk on how to improve creative processes both for artistic and business professionals by banning “digital breaks.” The evening continued in the rooftop restaurant of BI – campus Oslo, with great views of Oslo, good food and refreshments, whilst listening to great music and a stand-up show.

Ready for digital knowhow Professor Espen Andersen

Good talks at BI rooftop restaurant

FREE ACCESS TO ACADEMIC JOURNALS Alumni membership gives you free access to top academic journals in all subject areas. You can also read trade- and business magazines. Download from alumni.bi.no.


Emma Rebeca Pinto Guzman recruits in Milan

BI hosted the first ever alumni event in Italy in Milan on 17th October. Emma Rebeca Pinto Guzman who was winner of “a 2016 Flying Start” campaign, was back in Milan with the BI recruitment team to recruit and meet with alumni. She is a recent graduate from Bocconi University in Milan and is now enrolled in the MSc in Business majoring in Strategy.

Graeme Cooper and Linda Wes, EMBA 2016, Rodrigo Marquez Pacanins, EMBA 2012

LONDON LEAVING The Brexit decision was the backdrop the latest BI Alumni Forum in London at DNB Bank on 13th October 2016. Executive Vice President Marius Eriksen gave the opening remarks, together with Ida Lerner, General Manager, DNB Bank London. Stuart Fidler, Managing Director of the DCM Team, DNB London, offered an insightful presentation on how the Brexit vote has unsettled the business environment, and how their clients and the market perceive this. Discussions continued over refreshments, giving alumni and guests the opportunity to mingle with old classmates and make new contacts in London.


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WORLD REPORT THE BUCHAREST ­CONNECTION International Alumni Volunteers Marius Blajut, Florentina Dumitru and Laura Becheru hosted the autumn alumni gathering in Bucharest. The event was well attended by alumni who are based in Bucharest, London and Oslo. Audrey Paton, International Alumni Relations Manager joined the dinner guests. Laura Becheru (MSc 2015), Marius Blajut (MSc 2007) and Florentina Dumitru (Exchange 2011)

Alumni Hamburg at George Hotel Guests from the BI Alumni Network, Young Professionals and current BI students in Sydney used this opportunity to connect

DOWN UNDER WITH BI BI in partnership with the Norwegian Australian Chamber of Commerce (NACC) Young Professionals, hosted an event in Sydney, Australia, on November 2016. Guest speaker was Dean MSc Professor Jancike L. Rasmussen.

HELLO HAMBURG Wanda Heinrichs, MSc Leadership and Organizational Psychology 2015, organized the latest alumni event in Hamburg 9th December 2016. The social networking event took place in the Library of the George Hotel. Members of BI’s recruitment team were back in Hamburg recruiting new students at the QS World Grad School Tour and caught up with alumni at this event. Heard about Wanda before? She was interviewed in Advantage #3 2016.


TOOLBOX FOR ­LEADERS On the last Friday of every month, alumni and parti­ cipants from the business community are invited ProfessorØyvind to breakfast Martinsen on stage seminars at campus Oslo. Gain inspiration and insight into new research that is relevant to the workplace from BIs top professors and lecturers.

Master of Science alumni celebrates

UPCOMING EVENTS FALL 2017: August 25th u September 29th u October 27th November 24th u December 8th


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Speaker Frode Nordseth, Carmen Sanz President Spansk Norsk Handels­ kammer, Maria Eugenia Marin Director General International Relations at IE and Audrey Paton BI

MBA’s Gala Dinner in London. P ­ rofessor Silkoset, Leif Håkonsen, Audrey Paton

JOINT BUSINESS FORUM MADRID BI cooperated with our partners from IE Business School, Norwegian-Spanish Chamber of Commerce, Norwegian Embassy and Innovation Norway arranged the latest business forum and reception in Madrid. Guest of honour was Norwegian Ambassador HE Helge Skaara and Frode Nordseth, CEO Schibsted Spain was guest speaker. Mr Nordseth shared his perspectives on working with Scandinavian leadership principles in a Spanish company.

CONTACT US! www.bi.edu/alumni alumni@bi.no


Mingling at the Goodwood Park Hotel

MBA ALUMNI ­COMMUNITY January 2017 kicked off with two major events for members of the MBA Alumni community: It was time to come back for the EMBA class of 2014. The reunion took place at campus Oslo, with guest speakers Ann Christin Auestad (EMBA alumnus), faculty and Accenture. The evening concluded with catching up over drinks and dinner. Two weeks later Dean Executive Professor Ragnhild Silkoset hosted the BI MBA table at the Association of MBA’s Gala Dinner in London. Joining her at this prestigious event were Sergio Castedo, Director, Statkraft UK, Graeme Cooper, Executive Director, Fred Olsen Renewables, Tomas Hvamb, Investment Director, Energy Ventures Private Equity, Leif Håkonsen, Head of Business Development and Support, DNB Bank London, Peder Brøndmo, Director, TechnipFMC and Fred Svedman, Sales Executive, Unisys Europe. The Annual MBA Alumni Dinner in Oslo took place on 24th November 2016. This annual event attracts over 100 alumni each year representing the cohorts from 1990 all the way through to 2016.

The Annual MBA Dinner

LEADERSHIP IN ASIA Top executives shared their experiences from top management positions at the latest alumni/MBA student event in Singapore, on December 1st 2016. Olav Nortun, CEO Thome Group Singapore, Tom Preststulen, Managing Partner, Elkem Singapore, and Sigrid Teig, General Manager, Western Bulk Singapore shared their views on innovation, business culture, leadership, and recruitment in a business that has lost its groove. Presentations were facilitated and moderated by Mari S. Espedal at Puriosity. The formal presentations at the Goodwood Park Hotel were followed by a networking reception for alumni, students and guests.

SYNC YOUR PROFILE WITH LINKEDIN Log on to alumni.bi.no and synchro­ nize your existing Linked­In account with your BI Alumni profile.


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START DATE 26. september 2017 APPLY TODAY bi.no/emm

All leaders need strategic, managerial and analytical capabilities, and communication leaders are no different. This program gives you the insight you need to develop effective communications strategies and to run effective communication departments. Communication for Leaders provides you with the strategic tools necessary to achieve a top leadership role within communication. It is also suitable if you are leader of another function, like human resources, R&D or marketing, as you will learn how to interact with a communication department to utilize their competencies to support and achieve your department’s goals. The focus is on running, governing and analyzing long-term and proactive corporate communication strategies. We also emphasise understanding underlying business models and how an organization or company can be positioned as a brand.

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Profile for BI Norwegian Business School

Advantage #1 2017  

Advantage #1 2017