In English

After an early life filled with all forms of sport (at elite level in three different sports) the Swedish School of Sport and Health Sciences seemed to be the natural choice. But Johan chose an MBA from the Stockholm School of Economics instead.
Since then Johan has been a sales representative, manager, CEO and owner at several companies in Sweden and other countries. Broad operative experience in combination with working on the board of a number of both listed and unlisted companies has given him a very broad experience base. Over the past 10 years Johan has helped companies in some 30 countries to develop their competitiveness, primarily in their work with customers and markets.
Today Johan works as an advisor to companies (see below for more details) and as a lecturer in some 10 different countries annually. He also owns the company 3S AB ( together with three partners.

– Executive team development
– Business and strategy development
– Strategy implementation (acceptance and implementation of the business strategies defined)
– Development of an effective customer and market effort
– Fact Based Management (system for defining, setting goals for, measuring and following up business-critical  
   internal and external processes)
– Executive Coaching

“First To the Future / Global trends and consequences for operations”

“Not everyone’s a salesperson but everyone sells”

“If it’s gonna be, it’s up to me”

“Teamwork spells together”

“Will the organisation never gel?”

“The executive team … the company’s greatest potential”

A few words about Johan’s lectures:
With a background as a sales representative, manager, CEO, board member and advisor, Johan talks about what characterises companies that have successfully handled and exploited the changing world in which we live, for example by mobilising the entire organisation in the right direction more time- and cost-effectively than their competitors.
His lectures capture and hold everyone’s attention with their high tempo, commitment and examples from assignments in more than 30 countries interleaved with pictures and sound and film clips.
All Johan’s lectures are delivered at a high tempo and characterised by strong commitment and direct linkages to his client’s situation. The message is reinforced by a large number of pictures and film and sound clips that effectively heighten the overall impression. All these elements together make the structure of the lectures unique in both the Swedish and the international market.

An internet-based survey involving all the participants is often made before the lecture. This allows links to be made between the areas that are taken up and how the participants themselves view these areas.

Before each booking, at least one meeting is held with the client to secure an understanding of the company’s market situation, current situation, principal strategies, objectives, culture, and not least the company’s expectations from the lecture(s).
On completion of each assignment, both an Internet-based evaluation to ensure that the client’s expectations have been met and personal follow-up are made.
If the client does not consider that expectations have been met, the fee is reduced by 50%.

Due to Johan’s commitments and assignments both in Sweden and abroad, the number of lecture bookings is limited to two a month.


1.  “Global trends and consequences for operations”

Johan takes us on a journey where the predominant global market and customer trends are presented together with the consequences they have on operations for all of us.

The purpose is to get the target group (executive team, managers and the whole company) to really understand the market situation in which we live, how fast everything changes, and above all how we must behave to ensure that we remain successful in our market.

The lecture is suitable for all types of companies and target groups whose ambition is to maintain, or reach, a leading position in their market.

“It took us in the executive team 26 weeks to develop our new business focus and our people three hours to misunderstand everything!”

In today’s fast-changing business world, where markets and competitive situations change at blinding speed, one of the most important competitive factors is to really succeed in mobilising the whole organisation in the right direction. And to do so faster than one’s competitors
– Do the executive team really understand this?
– How do we achieve this?
– Do our people understand?
– How do we get this understanding accepted and established throughout the organisation?

A number of fact-based surveys and studies are interleaved with examples taken from everyday business life in a way that enables everyone to really understand what is happening out there and what the consequences are for us all.
By means of an optional preparatory survey involving all participants, a comparison is drawn between how the company / target group in question views these challenges/issues and the real market situation.

2. “Not everyone’s a salesperson but everyone sells”

The competitive situation is getting tougher. For everyone! The dividing line between success and failure has never been narrower. As the number of offerings increases over time, the customer becomes “king” to an increasing extent.

The consequences of handling a customer contact less than well are greater than ever before in a world where information is transmitted at lightning speed. Everyone “sells” today!

“Here at Shangri-la hotels, our cleaning staff are just as important as the people who meet the customer in reception, in our restaurants or by the pool. To our guests we are all Shangri-la. Every day! Without a break.”

What consequences does this have for us? How can we get everyone in the organisation to really understand what it means to treat our customers, and the way in which we are representatives of our company, in the best possible way. How do we get all our people to really understand how important they are and what their importance is?

3. ”If it’s gonna be, it’s up to me”

Strategy implementation is becoming an increasingly crucial competitive factor.
From having been a question of devising the best strategies (“being the smartest”) the challenge today is to implement them (“go from words to action”) faster than the competition.

“What took three years before must now be implemented in six months.”

Does the organisation understand this? Do our people really understand why this is crucial to our success (and perhaps even our survival)?

The audience are taken on a journey where step by step they come to understand what goes on in today’s market situation and why strategy implementation is becoming an increasingly crucial success factor.

4. ”Teamwork spells together”

Johan talks in an engaging and entertaining manner about how market conditions are changing faster than ever before and about how this affects all companies that wish to be successful.

In a world where it is no longer self-evident, easy, or economically feasible to continuously add new competences, the crucial factor is to be able to use the resources at our disposal more efficiently than before. A key issue is the ability to cooperate! By this is meant cooperation between individuals, groups, departments and companies in a group.

“If only everyone did things the way our department does!”

Do we all understand how important this is? And how do things look at our company today?
How do other successful companies do things? And what are the positive consequences?

The aim of the lecture is to get the target group to fully understand the new market conditions, realise the importance and potential of well-developed cooperation, and last but not least, understand what is needed to succeed in the endeavour to develop internal cooperation.

5. “Will the organisation never gel?”

The answer is no! Successful change and development efforts are largely based on the organisation constantly developing (changing). And, as a consequence of an accelerating rate of change in the market situation and competitive conditions, at an ever-increasing pace.

How do we succeed with this today? After all, more and more companies and bosses are saying that this is the company’s greatest challenge!

“The latest research shows that 70% of all major change projects meet with failure.”

Many bosses quite simply lack the experience and knowledge needed to lead the change process. And many companies lack the basic, and absolutely necessary, understanding of “what is going on out there” and how it affects us.

“Changes at companies are about changes in people. And I have yet to see a company without people.”

Without this understanding, and a feeling of urgency, it is very difficult to create the right prerequisites for a successful change effort.

Johan talks about why this is so important and how it should be tackled, and gives a number of examples of how other companies cope with their challenges when it comes to change. Naturally, he gives his audience some concrete advice and tools that they can use immediately.

6. “The executive team – the company’s greatest potential”

Never before has the executive team been as important as today. Rapid change and a market situation and competitive conditions in a continuous state of flux mean that it is becoming increasingly important to have a properly functioning executive team. In spite of this, many executive teams still work in a relatively traditional way.

“Every meeting is the same. Constant discussions around short-term operative issues. Why do we never have the time and strength to focus on the long-term strategic issues? We’ll never get out of the hole otherwise.”

Johan has more than 20 years’ broad experience of working with both Swedish and international executive teams.

An extensive survey of more than 80 executive teams in some ten countries clearly shows where the greatest development potential lies. Using Johan’s unique analytical format, the group’s potential and development areas from the point of view of both the CEO and the members of the executive team are quickly identified.

What is the executive team’s role? Do all members of the team have the same view/perception of its role?
• What does the CEO think and what do the other managers on the executive team think?
• Is the CEO aware of the others’ perceptions?
• How well does the team’s work function?
• Given the team’s defined role/aim, do clear ground rules exist for how the work is to function?
• Is the balance between strategic (long-term) and operative (short-term) issues correct?
• Is the executive team really the operative body that will secure the company’s success in both the short and the long term?

And last but not least, how do we devise a plan adapted to our specific conditions to develop the work of the executive team to secure the company’s success in an even better way and ensure that we use our time together in the best possible way?


Can be supplied upon request.