15 October 2024
Dorte Spiegelhauer & Ditte Enevoldsen, Client Directors
Since Ramboll and Mannaz began their partnership in 2022, close to 200 global leaders have strengthened their knowledge and understanding of leadership and psychological safety. This has equipped them to accelerate their business and leadership development faster – and thereby contribute to Ramboll achieving their ambitious strategic goals as the partner for sustainable change.
Kirsten Asta Gehl, Senior Talent Management Consultant at Ramboll and the driving force behind the comprehensive leadership potential programme ‘Horizon’ says:
“Ramboll is currently present in 35 countries, and all our employees must have equal access to learn. Therefore, we were looking for a partner with a global understanding from working with different global organisations and in particular AEC (Architecture, Engineering and Consultancy) industry, the right knowledge and experience with transformation and change management, and who could deliver high quality learning solutions at scale as part of the set-up. We found that in Mannaz.”
Ramboll conducts development for a growing number of employees globally in close collaboration with Mannaz. This magnitude requires an efficient engine with clear processes, transparency, two-way communication and a clear understanding of Ramboll as an organisation. But first and foremost, it requires people from both organizations who work well together.
“Through close collaboration, we have established in-depth knowledge of what is important to Ramboll, their leadership principles, values and strategic ambitions. Collaborating effectively involves leveraging our collective knowledge and expertise. By anticipating challenges and addressing them proactively, we can achieve remarkable outcomes,” says Dorte Spiegelhauer, Key Client Director at Mannaz and a key part of the team behind the partnership with Ramboll.
The focus on partnership and collaboration between Ramboll and Mannaz has been a cornerstone in achieving an effective delivery model, where the development of high potentials, leaders and employees is an integral part of the implementation of Ramboll’s strategy and culture.
“The collaboration between our cross-functional teams is based on trust, transparency and mutual respect. We make sure to be clear about the roles and expectations we have of each other. By combining creative forces with a structured approach, we maintain a fixed cadence of working and coordination at regular, weekly portfolio meetings. The fixed structure sets a good framework for the ongoing deliveries and at the same time provides space to seize the tasks and challenges that arise along the way,” explains Ditte Enevoldsen, client director at Mannaz and part of the partnership with Ramboll.
In our intricate and ever-changing world, we need to be able to navigate challenges together as a team in our partnership and drive scalable, sustainable and high-quality learning solutions at speed. Moreover, collaboration nurtures creativity and innovation by fostering an environment where ideas flow freely and continuously evolve. Through open and ongoing communication, we can generate innovative solutions to complex problems together, which according to Kirsten Asta Gehl is essential for the collaboration:
“When challenges arise, we reach out to each other directly or bring them into our weekly portfolio meetings. Together, we collaborate to find solutions. Mannaz is right there in the engine room, ensuring we deliver relevant learning experiences that empower our high potentials to accelerate and transition to the next leadership layer more swiftly.”
By cultivating strong relationships across our teams and aligning interests on an ongoing basis, we can navigate through challenges more effectively and achieve long-lasting results. It also means that we in the team across Ramboll and Mannaz both share the ups and downs and make room for compassion.
Mannaz and Ramboll share the ambition of a sustainable world where diversity and inclusion are the means to achieve new, lasting solutions. Therefore, we experience a natural flow when we develop strategies for leadership development and models to lift the leader’s skills, toolset, and their mindset towards leading in a global organisation.
“We take our own medicine, so to speak, when we integrate change management, sustainability and psychological safety into our leadership programs – at the same time, these are values that shape our internal way of working and collaborating, where we focus on open dialogue and direct feedback,” says Ditte Enevoldsen.
When you have agreed to cooperate through a three-year framework agreement, the collaboration is much more than a customer-supplier relationship. There is no ‘one model fits all’, but rather a mutual desire to be able to deliver useful long-term solutions through ongoing dialogue.
Kirsten Asta Gehl emphasizes the importance of long-term thinking and action. Moving an organization forward requires sustained commitment. By mutually agreeing to collaborate, we can foster development in both organizations and collectively advance the global agenda, committed to sustainable progress:
”At both ends of the line, we have the mission that our participants should have a fantastic learning experience; that they flourish. This means that we are constantly strengthening the elements which help to ensure just that. That’s what our partnership is about.”
In this way, success through partnership and collaboration represents the collective power of individuals working together toward a common purpose and achieving results that transcend what any single entity could achieve alone.
