From the conclusion of our very first meeting with the NORDEN C-Suite, we got a sense the firm was defined by dichotomy: the old versus the new, intuition versus analysis, data versus experience. But we instinctively felt that, rather than being something that should be forced into a single, monolithic ideology, the differences within the culture at NORDEN we’re actually where their unique strength was to be found. Our hypothesis was that it was the synergy between all the different types of intelligence found in their workforce that made NORDEN so successful.
In order to test this theory, we conducted a research project where we interviewed NORDEN employees from all over the world working in various roles, as well as partners and other external stakeholders. After hours of conversations and analysis, we concluded that our hunch was correct and that many of the success stories at NORDEN relied heavily on a broad array of competencies and attitudes.
This extensive research quickly led to a creative solution that we felt had the power to unite the company and galvanise it in its path to success.