EGA

DECEMBER 28, 2023

Business Need: Implement and scale digital solutions which can disrupt traditional business Approach: Innovation center to validate MVP, BU to then build, launch and scale innovation Achieved before EGA: Executive / board buyin and incentives for innovation to scale Challenge: Majority of new solutions succeed through pilot but do not have funding / resources for [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 28, 2023

Business Need: Measurable returns on investment in innovation projects and pilots Approach: Innovation Hub to incubate new offerings and business models for service firm Achieved Before EGC: Two year development of new online business offering with strong customer engagement and empowered team ready to implement globally Challenge: Lacking executive leadership support for implementation ( due [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 28, 2023

Business Need: Recurring revenue with increased customer loyalty Approach: Create a New Digital Farming Direct to Customer Offering Achieved Before EGC: Successful pilot of new D2C service to hothouse farmers Challenge: How to implement without cannibalizing traditional revenue through distribution Gained: Peer experience, new perspectives, accountability and support to take risk Result: Revenue from new [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 28, 2023

Business Need: Customer loyalty and differentiation as more than a paint store Approach: Implement and market home improvement services Achieved Before EGC: Pilot of services in stores, training of staff, creation of financial model Challenge: How to balance competing priorities between selling paint and offering home improvement design and implementation services Gained: Awareness of potential [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 28, 2023

Business Need: Enhance agility to remain competitive and address changing meet customers’ needs. Approach: Implement Agile methodology across organization adapt more easily when conditions and/or requirements change. Achieved Before EGA: Management agreement to Agile Concept, employee training and board support Current Challenge: How to shift employee mindset and implement agile workstyle across operations Gained: Deeper [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 28, 2023

Business Need: Rebuild sustainable revenue and teamwork after abrupt business change Approach: Reorganize, revitalize exec team and engagement of employees Achieved Before EGC: Baseline of employee perspectives and core executive team in place Challenge: How to gain short term success while defining future leadership approach Gained: Proven (by peer experience) ways to lead through crisis, [.

Growth alliance 100

Growth alliance 100

EGA

DECEMBER 23, 2023

In a recent Gallup study , the commitment to remote work flexibility among Chief Human Resources Officers (CHROs) in Fortune 500 companies has emerged as a strong trend. 8 out of 10 CHROs intend to maintain or expand remote work in the coming year. This aligns with the desires of the workforce, where 9 out of 10 individuals with remote capabilities express a preference for flexibility, with many advocating for a hybrid work model.

Co-Alliance 130

Co-Alliance Partnering capability and readiness Growth alliance Insurance 130

EGA

MARCH 28, 2023

There is hope for the environment and the maritime industry! Tore Strand, Business Manager for Ropes with Wilhelmsen , the multinational maritime group based in Lysaker, Norway, has developed a new venture called “BlueNGreen” that is set to revolutionize the way the industry deals with the 10,000 tons of used mooring ropes it produces each year. And Tore did it with the encouragement and support of the Executive Growth Alliance (EGA).

Growth alliance 130

Growth alliance Co-Alliance 130

EGA

MARCH 5, 2023

In the fall of 2019, Kristian Sarastuen found himself in an unexpected and challenging situation. One of Norway’s most experienced strategic communications advisors with the Oslo office of Burson-Marsteller, a leading worldwide public relations and communications firm, Sarastuen was suddenly and improbably tapped to take on the CEO role. Now known as Burson Cohn & Wolf (BCW), the firm had undergone a reorganization, and with it, heavy financial losses a high rate of turnover and declin

Co-Alliance 130

Co-Alliance Growth alliance Credit Collaboration 130

EGA

OCTOBER 30, 2022

Computer Network, City, Globe – Navigational Equipment, Big Data, Cityscape. The unique market drivers and business challenges pertaining to 2022 have further solidified the need for accelerated future readiness for forward-thinking for leaders and organizations alike. Nearly every industry has felt the need to reassess the operating model, pinpoint strengths and weaknesses and devise new strategies hoping to reap the benefit in 2023 and beyond.

Growth alliance 130

Growth alliance Collaboration 130

EGA

AUGUST 30, 2022

The many new challenges facing businesses today may seem daunting, but to someone somewhere they are becoming old hat, having already experienced the quickly changing world of work. That someone may be halfway around the globe, but that shouldn’t stop businesses from tapping their knowledge and insight into how to address common challenges with new “out-of-the-box” thinking.

Ecosystems 130

Ecosystems Co-Alliance Growth alliance Collaboration 130

EGA

AUGUST 2, 2022

Innovation has top of corporate agendas for over a decade – often with limited results despite leadership training programs, the establishment of innovation hubs, joint ventures, and hackathons for inspiration and insight. While companies invested $358 billion in corporate training in 2020, with $3.5 billion going to leadership training and solutions alone, only 21% of executives are confident that they have the expertise, resources, and commitment to pursue new growth successfully.

Collaboration 130

Collaboration Co-Alliance Growth alliance Ecosystems 130

EGA

JULY 16, 2022

We live in a hyper-connected world. Never in our history have people, products, and data been more connected on a global scale than today – allowing access to new markets, ideas, and collaboration partners. However, we’re also experiencing the negative side of ‘hyper-connectedness’– empty shelves, deserted ports, worker shortages, information overload, and rising prices.

Co-Alliance 100

Co-Alliance Growth alliance Ecosystems Collaboration 100

EGA

JULY 16, 2022

Employee learning and development is more important than ever before. According to LinkedIn’s recent workplace learning study , 72 percent of respondents agree that it is more strategic today than five years ago. The modern workplace is constantly changing, and employees need to be able to adapt to new technologies, processes, and methods. As a result, companies around the world invested over $357.7 billion into employee training in 2020 (with $165.3 billion spent in the US alone).

Growth alliance 130

Growth alliance Banking Legal 130

EGA

MAY 18, 2022

Life 3.0 refers to the point in our future when emerging technologies and trends (AI, metaverse, web 3.0, blockchains) will come to dominate our everyday lives, altering fundamentally how we work, interact, engage and learn. Our Lives 3.0 will likely see the blending of our digital/physical realities and the creation of a data economy based on verified, smart contracts.

Growth alliance 130

Growth alliance Co-Alliance Value creation Retail 130

EGA

JULY 19, 2021

Within the Executive Growth Alliance, peers from US, Europe, Latin America and Africa collaborate to solve Specific Actionable Challenges. At the conclusion of each Executive Growth Circle (EGC), all participants are challenged to commit to action with accountability to apply the insights gained during the EGC. When they reconvene for the next EGC, all will share their newfound knowledge (i.e., key learning) from application of knowledge in their workplace.

Co-Alliance 246

Co-Alliance Growth alliance Utilities Collaboration 246

EGA

JUNE 24, 2021

Investment in future-ready leadership is essential to a company’s successful growth. Back in 2019, companies allocated $3.5 billion for leadership training, but often employees were not able to apply the concepts taught during the training in their actual workplace. This resulted in wasted investments. How can companies ensure that they receive real returns on leadership investments –– including increased productivity and revenue?

Growth alliance 147

Growth alliance Co-Alliance Collaboration 147

EGA

MAY 4, 2021

“The only source of knowledge is experience.” Albert Einstein. Numerous studies have found that people are their most creative when they meet informally on the job in groups of their peers where everyone is treated equally, has an equal opportunity to participate and speak up, and are focused on achieving the same objective. In a peer learning group, every group member has an equal opportunity to participate and to communicate their ideas.

Growth alliance 233

Growth alliance Construction Collaboration 233

EGA

APRIL 15, 2020

While robots which vacuum the carpet, mow the lawn or deliver lunch are cute time savers, their possible entry into the workplace can be scary. Employees who have spent years performing a routine task can be threatened by the idea of technology taking over their job. People in customer-facing roles (cashiers, bank tellers, check-in agents) may argue that the use of self-service or remote interfaces ‘dehumanizes’ the company.

Growth alliance 130

Growth alliance Banking Retail Collaboration 130

EGA

MAY 15, 2020

While the future will be different, tomorrow will come. By managing fear, keeping perspective and embracing new ways of working, we can each take the next step forward with PEACE. P erspective: Use this time to reflect, learn and adapt. E xploration: Alternative ways to work, connect, use technology, reach customers. A ction: Try something new, finish an overdue project, reach out to others virtually.

Co-Alliance 130

Co-Alliance Growth alliance Collaboration 130

EGA

MAY 25, 2020

The unprecedented speed and impact of change experienced by leaders during 2020 have highlighted the need for global insights, agility, fast-action and collaboration for sustainable success. EGA connects open, committed, brave leaders with similar challenges and opportunities. Through proven peer collaboration and learning process, they overcome barriers, co-create new solutions and gain future-readiness.

Co-Alliance 244

Co-Alliance Growth alliance Collaboration Value creation 244

EGA

JUNE 1, 2020

While the demise of traditional retailers such as Sears, is often attributed to technology growth, the real killer is lack of attention to customer experience, choice and market direction. Consumers have easy access to a broad range of choices, personalization of offers and quick easy online-enhanced experience. Therefore they expect ‘friction-free’ ability to access what they want immediately – without searching through a large store with variable customer service levels.

Retail 130

Retail Growth alliance 130

EGA

JUNE 22, 2020

The unprecedented speed and impact of change experienced by leaders during the COVID-19 crisis demonstrated the need for innovation, agility, fast-action and collaboration. EGA connects open, committed, brave leaders with similar challenges and opportunities. Through proven peer collaboration and learning process, they overcome challenges, co-create new solutions and gain future-readiness.

Co-Alliance 130

Co-Alliance Growth alliance Finance Collaboration 130

EGA

JUNE 23, 2020

Business leaders are faced with a difficult challenge in today’s rapidly changing environment: there are very few people they can rely upon for impartial advice. Similarly, there are no traditional educational (universities, seminars, workshops) courses on ‘how to manage in and recover from a pandemic. Leaders today need new ways to learn quickly as they navigate through uncertainty.

Co-Alliance 147

Co-Alliance Growth alliance Collaboration Utilities 147

EGA

JULY 29, 2020

During Executive Growth Circles , using the world’s most progressive platform uniquely designed for peer learning, EGA members globally collaborate to resolve challenges or define ways to leverage opportunities. In advance of each EGC, the Catalyst (leader certified by EGA) selects one member to bring the sak– a real-world challenge that is impacting their business and relevant for the other members.

Co-Alliance 246

Co-Alliance Growth alliance Collaboration 246

EGA

AUGUST 17, 2020

EGA members globally collaborate to resolve challenges or define ways to leverage opportunities, during Executive Growth Circles. In advance of each EGC, the Catalyst (leader certified by EGA) selects one member to bring the sak – a real world challenge that is impacting their business and relevant for the other members. The sak in a recent Fundraising Circle centered on the challenge of fundraising during the COVID-19 period.

Co-Alliance 130

Co-Alliance Growth alliance Collaboration 130

EGA

SEPTEMBER 7, 2020

Leadership is never easy – especially during periods of uncertainty and change. The challenge today is exacerbated by employees’ ‘pandemic fatigue’, lack of face to face interactions and rapidly evolving customer needs. Leaders can no longer rely on traditional management techniques such as setting challenging goals, measuring by KPIs and overseeing work activities.

Growth alliance 233

Growth alliance Collaboration 233

EGA

OCTOBER 30, 2020

Covid-19 forced people to change while improving digitalization efforts within organizations. It is important to address how these last 6 months have impacted people to ensure their health and psychological safety. At Executive Growth Alliance, we accelerate future readiness for forward-thinking business leaders, by bringing them together, to share insights, and gain inspiration.

Growth alliance 130

Growth alliance Collaboration 130