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Case Study

How Viken Fiber mobilised every leader to prepare for a more complex future

Bridging the gap between strategy and leadership culture

When Viken Fiber — serving 225,000 customers across Norway — faced a period of rapid growth and potential restructuring, the CEO recognised that the business strategy and the leadership culture weren't moving at the same pace. The complexity ahead demanded a new way of leading, that could guide every leader through what was coming.

 

Culture Intelligence methodology provided us with data, a framework, and practical ways to understand our real actual culture and gave us a powerful lens to analyze and identify new key values required for the situation we were in.

The technological solution enabled us to define our future way of working in a data-driven and accurate way, with both the collective insight but also with the individual impact for each leader.

The approach

A 60-minute Culture Hackathon was run with all 140 employees across locations, mapping individual values and producing a personal culture report for every participant. That gave the leadership team a clear, data-driven picture of the actual culture before any decisions were made.

Three leadership workshops followed in sequence. The first examined what the data showed, shared behaviours, leadership habits and the strengths worth building on.

The second defined the aspired culture, identifying the values the business needed to succeed in a more complex environment and updating the company's Culture Code accordingly.

The third focused on activation — translating values into concrete leadership behaviours and one-to-one culture dialogues to connect personal development with the new direction.

The new culture was launched at a company-wide town hall, with every leader equipped to take it into their teams from day one.

leaders talking aligned

The outcome

What emerged from the initiativ was a leadership culture built to carry the business forward.  Not a new set of values or a rebranded culture initiative, it was something more durable — a leadership that understood the culture they were part of, could speak about it with confidence, and who knew what was expected of them

The values Viken Fiber had carried since 2016 didn't change. What changed was the depth of understanding behind them. By the end of the six-month programme, the results were clear:

  • Every leader in the organisation had a shared understanding of the actual culture

  • The four values — Solid, På Lag, Glød and Driv — were brought to life with concrete behaviours leaders could act on

  • A common language for culture was established across all leadership levels

  • Leaders left with individual insight into their own values and how they showed up as leaders

  • Leadership collaboration increased across the programme

  • The CEO and HR director had a cultural baseline to measure and build from going forward


 

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