Exploring Our Media Presence
A collection of insights and perspectives shaping the future.
Novo Employees Will Feel Stung by the Doustdar Interview – “And That’s the Point,” Says Communications Advisor
In Kforum, our CEO Kresten Schultz Jørgensen explains how Novo Nordisk’s new top executive, Mike Doustdar, is using communication as a deliberate lever for cultural change. According to Kresten, Doustdar’s messaging signals a strategic break from a traditional pharma culture toward one that is “faster, more commercial, and more outspoken.”
Kresten describes Doustdar’s approach as autocommunication – speaking publicly about internal changes before the organisation itself has fully absorbed them. It is, he notes, an “extremely effective and extremely cool form of communication” and here with the attention to push employees to question existing habits and accelerate transformation.
Culture Has Become Hard Currency – Why HR and Communications Must Unite
In their joint Børsen op-ed, Janni Torp Kjærgaard and our CEO Kresten Schultz Jørgensen argue that culture is no longer a “soft” organisational asset – it is a strategic driver of competitiveness. As companies compete for talent and trust, HR and Communications can no longer work in parallel. When HR operates without narrative, and Communications without human insight, organisations lose credibility.
The authors call for a new discipline – Humanication – where HR’s understanding of people meets Communications’ ability to create meaning. “Leadership, at its core, is communication. And communication, at its core, is leadership. But there can be no leadership without relationships and people,” they write. By bringing the two fields together, organisations gain the ability to speak with one voice, create coherence, and turn culture into everyday practice rather than campaigns.
The New Novo: Throwing Off the Gloves
In Børsen, our CEO Kresten Schultz Jørgensen argues that Novo Nordisk has entered a new era – one defined not by the quiet, principled Nordic style of the past, but by global realism, speed, and strategic aggression. “The old Novo informed. The new Novo defines,” he writes, pointing to the company’s shift from ethical modesty to market-shaping power. He highlights how Novo’s transformation reaches far beyond communication: from leadership structure to mass layoffs and a bold, controversial marketing push into women’s health. These moves, he argues, reflect a company speaking “the language of power” in a geopolitical market where the rules are set by the U.S., China, and big pharma. The real question, he concludes, is what disappears along the way – and whether Novo can win globally without losing what once made its victories meaningful.
Healthy Organizations Choose Neither Cult nor Chaos
In his latest Børsen column, our CEO Kresten Schultz Jørgensen argues that organizational culture is not decoration – it’s an operating system. Culture, he writes, determines how people act when rules fall silent and intuition takes over. But just as culture can carry an organization, it can also deceive it.
Between blind loyalty and boundaryless freedom lies the mature organization: one with “culture that has an edge – but not sharp edges.” Drawing on examples like Novo Nordisk’s Way and Amy Edmondson’s research on psychological safety, Kresten calls for culture as a leadership discipline – a social contract that gives both security and direction.
LinkedIn Has Lost Its Professional Soul
In an interview with Akademikernes A-kasse, our CEO Kresten Schultz Jørgensen reflects on how LinkedIn has shifted from a professional network to what he calls “a circus of emotions.” The platform’s algorithm, he argues, now rewards outrage and self-display rather than expertise and dialogue – breaking the social contract that once defined LinkedIn as a space for professional reflection. Yet Kresten encourages professionals to stay on the platform and “swim against the current”: “Post something professional and thoughtful. You might get fewer likes – but you’ll be recognized as someone serious and credible”.
We’re Down 2–0 in AI – and No One Knows Who the Captain Is
In Børsen, our CEO Kresten Schultz Jørgensen compares the use of AI in Danish business to a football match already lost 2-0 – not because of lack of technology, but because of weak strategy and poor quality. He argues that companies must learn to ”play with both feet”: using AI to improve efficiency and explore creativity. ”When we only talk about AI as cost-cutting, we play flat. When we only talk about innovation, we lose formation,” he writes, calling for real leadership, direction, and balance in the AI era.
When the World Gets Loud, the Companies That Listen Win
In Børsen, our CEO Kresten Schultz Jørgensen argues that in a world of political turbulence and shifting market rules, the strongest companies are not the loudest – but the ones that listen strategically. From Novo Nordisk to Ørsted and Arla, he highlights how global firms navigate crises by keeping a strategic listening position: maintaining trust, protecting core assets, and acting with patience. “Silence can be mistaken for weakness, and noise for strength. The art is to be quiet – but never irrelevant,” he writes.
A Balance War Is Brewing as Remote Work Retreats
In Børsen, our CEO Kresten Schultz Jørgensen warns that the debate about remote work has turned into a “balance war.” While companies like Novo Nordisk and Danske Bank push for full office presence, others – like Jyske Bank – embrace trust and flexibility. Kresten argues that the real task for leadership is not to count logins or mandate desks, but to build workplaces where trust and responsibility go hand in hand: “When culture becomes coercion, when efficiency is reduced to clichés, and when control is mistaken for leadership – that’s when the balance war begins.”
Novo Has Lost Its Innocence
In Politiken, our CEO Kresten Schultz Jørgensen reflects on Novo Nordisk’s crisis as a symbol of a deeper shift in Danish business. When global politics and populism replace market logic, even Denmark’s strongest companies – Novo, Ørsted, LEGO – are forced to adapt. “Losing innocence means losing the illusion that the world will always carry you as you are,” he writes, arguing that Denmark must once again reinvent its position in a world where the rules of the game have changed.
Untraditional Campaign Against Private Equity Uses David-vs-Goliath Dramaturgy
In Kforum, our CEO Kresten Schultz Jørgensen comments on Dansk Aktionærforening’s campaign “Nej tak til kurs 233” against two private equity funds’ takeover bid for Bavarian Nordic. He notes how the campaign reframes the issue from a technical price discussion to a broader debate about fairness, transparency, and the board’s role. With its David-versus-Goliath narrative, the campaign creates visibility and mobilizes small shareholders – though Kresten also warns that without wide support, it risks being seen as protest rather than a substantive contribution.
Forget the Experiments: AI Demands Leadership – Not More Side Projects
In his Børsen op-ed, our CEO Kresten Schultz Jørgensen warns against reducing AI to small-scale experiments and cost-cutting tools. Instead, he argues, AI’s true potential lies in strengthening organizations’ core processes and freeing up energy for creativity, innovation, and value creation. “AI’s real promise is not to make us smaller – but to make us greater,” he writes
Between Magic and Machine: AI and the New Creative Contract
At Marketing Agenda 2025, our CEO Kresten Schultz Jørgensen explored how AI changes marketing’s creative foundations. While algorithms deliver speed, volume, and precision, purpose, trust, and meaning cannot be automated. In his talk “Between Magic and Machine: AI and the New Creative Contract”, he shows how marketing must navigate a new reality – where value lies not in output, but in resonance and relevance.
Ørsted and “the least harmful” communication strategy
In Kommunikationsforum, our CEO Kresten Schultz Jørgensen comments on Ørsted’s handling of the extraordinary crisis in the US, where a major offshore wind project has been put on hold. He points out that Ørsted’s CEO has chosen “the least harmful” strategy by avoiding speculation about political motives, buying time, and preventing the situation from escalating. “Communication is not just about saying as much as possible, but also about the decision to withhold communication,” Kresten emphasizes.
The Strong Communicators of the Foundation Sector: Humility, Responsibility, and Composure
In Fundats, three experts – including our CEO Kresten Schultz Jørgensen – highlight the leaders who communicate most effectively in the foundation sector. Kresten particularly points to Frank Rechendorff Møller (Augustinus Foundation), Mads Lebech (A.P. Møller Foundation), and Marie Raskov (Børneriget Foundation). As he emphasizes: “Since foundations do not have a democratic mandate, one must be both humble and crystal-clear realistic about one’s power. Foundations cannot pretend they don’t have power. But nor should they be falsely humble.”
How Infantile Emotions Became the New Currency – Even on LinkedIn
In a new column in Kforum, our CEO Kresten Schultz Jørgensen warns against LinkedIn’s slide from a professional network into an emotion-driven opinion stage. When algorithms reward anger, fear, and snap reactions, infantile emotions become the new currency on the platform – with consequences for both culture and conversation.
The First 100 Days: Leadership’s Defining Window
In this opinion piece in Børsen, our CEO Kresten Schultz Jørgensen argues that new leaders – like newly elected politicians – should treat their first 100 days as a defining period. It’s when direction is set, trust is built, and leadership is truly tested.
Keep Your Cool. Assume Nothing Works.
Following Denmark’s nationwide IT meltdown, our CEO Kresten Schultz Jørgensen argues in this Politiken op-ed that the real issue isn’t digital failure – but a system never built for ordinary people. His advice? Stay calm, and expect breakdowns in a society that’s wired but fragile.
Nordic Symmetry Recommended as a Summer Must-Read
Nordic Symmetry by our CEO Kresten Schultz Jørgensen has been selected by DM Kommunikation as one of six must-read books for the summer. The book highlights a new Nordic approach to communication – built on trust, transparency, and shared values. Featured in “Which comms book should you read this summer? Here are 6 top picks.”
Does Voice Still Have a Place in the Digital Age?
In days past, when all communication was purely analog, one had to physically stand up and speak out to be heard by a larger audience. Those days are over. Now, we sit behind individual screens to communicate and debate, mostly through brief texts because speed is of the essence. And when it comes to expressing emotions, we often resort to emojis, as language alone doesn't seem to suffice anymore.
In this podcast, Merete Nørgaard speaks with Kresten Schultz Jørgensen—a director, communication advisor, debater, and author—about whether voice still plays a role in crafting communication strategies today, and whether it's even considered in our strategic thinking.
Crises Com
The Nordic Waste case marks a pivotal moment in defining future environmental responsibility and will likely feature in history books as a new type of crisis. It raises critical questions about who is accountable for environmental cleanup. This case underlines the need for clearer legal and political frameworks, as current guidelines are inadequate. The handling of the situation by Randers Municipality, the government, and the parliament has demonstrated significant inconsistencies and indecisiveness, spotlighting the challenges in managing environmental issues efficiently.
Russian Headache
Ester Baiget faces a complex challenge after inheriting a "Russian headache" linked to the ongoing integration of Novozymes and Chr. Hansen. Despite Chr. Hansen's continued sales in Russia, Baiget emphasizes the need for a thorough evaluation of their market strategy there. She points out the different industries served by each company, highlighting the specific solutions provided by Novozymes that extend the shelf life of dairy products—a critical contribution that cannot be overlooked.
Kresten Schultz Jorgensen advises Baiget to resolve this dilemma swiftly to maintain trust and support from investors and employees. He stresses the importance of clear corporate stances in today's politically charged economic environment to avoid potential setbacks.
Podcast
Communication in its purest form means community - and in the latest episode of the podcast Design Kan with Kresten Schultz Jørgensen, focus is on particularly that concept. Kresten Schultz Jørgensen is a writer, adviser and communications expert. With over 30 years of experience in politics, business development and strategic communication, we talk about the common thread in his career, which spans far and wide. It's about communication and conversation. About gathering its stakeholders in a community in the conversation. Regardless of whether it is as marketing director at Det Kongelige Teater or as founder of the PR company LEAD Agency and the consulting company Oxymoron.
Buzz or Business?
Let's get a banality out of the way: It is essential for every top manager and every company to be future-oriented. To adapt to the changing circumstances. New demands in the market, new technologies, new legislation, new cultural currents or suddenly emerging competitors. No one wants to die like Kodak, who didn't see digitalization. That is the classic case. But it's not good to look into chaos either. Running after random buzzwords and exciting futurists is a waste of time. And it's downright stupid to throw away all the eggs you have in your hand to grab some new ones that might not even be worth grabbing.