Sustainable Impact at a UN Initiative

Sustainable Impact at a UN Initiative

”Maybe you know of Kofi Annan?” – was how a call we received in December started, initiating a collaboration with a United Nations initiative.

Ever since the inception of People Heart Business an important part of our DNA has been to dream big. Working with our long-term ambitions is not an exclusive piece of work for an executive management team, but for all of us at People Heart Business, and naturally integrated into our daily operations.
Being a newly founded company with aspirations to make a real impact on the business world in new ways, there is no ’off-the-shelf’ value proposition. It takes time to formulate and re-formulate what it is we are doing and who we are doing it with.

We have had extensive discussions on who our core customers and dream customers would be. Early on we decided to partner up with CEOs and Executives who share our values of collaborations enabling real impact. People and performance centric customers have always been on our list of dream companies to collaborate with, as well as organizations with strong purposes who shape the future. Already from the very beginning our team has said “Our dream is to get a call from UN saying, People Heart Business, we need your help”.

Imagine our surprise when the phone rang in December.

“Maybe you know of Kofi Annan? In 2000 he launched a United Nations initiative for a sustainable business world. Based on 10 principles for responsible business, this is today the largest corporate sustainability initiative in the world and has been critical for the global business community’s contribution to the 17 SDG. The focus has been high on this initiative within the UN and hence the work continues to scale.
I am calling on behalf of the person who runs this network in Sweden. They want support to secure scaling the success in a sustainable way. I am not sure if this is what you do, but I have followed your work and through contacts I have come to the conclusion this might be something for People Heart Business?”.

I don’t think we need to explain our reaction.

A few weeks ago we signed an agreement and we couldn’t be happier about this partnership opportunity. A dream for sure has come true.

It would be easy to say we will work extremely hard or do everything in our power to succeed with this incredibly important ask. But we would rather say – we will give it our best and practice what we preach to enable top-performance in a sustainable way!

To everyone involved in the matchmaking and realization of this collaboration, from the deepest parts of our hearts – THANK YOU!

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Life at People Heart Business

Life at People Heart Business

Do you have to choose between pursuing your personal and professional dreams?

I’ve never stopped dreaming about spending several months traveling to new places, exploring different cultures and the natural wonders of the world. However, as a performance-oriented person truly enjoying work, with an urge to grow and make an impact in the business world, it hasn’t always been easy to follow those dreams. It is easy to get caught up in projects and tasks and years pass by focusing on company and client needs, and it is seldom a good time to ask for a longer time off, especially when having a central role in a growing business.

Fortunately, Klara Ljungqvist, the CEO of People Heart Business looks at this differently. Ever since I joined People Heart Business, I have had the opportunity to talk openly about ALL of my dreams. Even better, People Heart Business has encouraged me to dream even bigger and since I shared this dream with the team, it’s been followed up on many times – when is it time for your trip?

Yet, despite People Heart Business having a holistic perspective on life and happiness as a part of sustainable top performance, and one of our core values is dreaming big, it wasn’t easy to ask for 2.5 months off to go on adventures ”just for fun”. What about the team? What about our clients? What do I signal and how will this affect my role and my career?

Finally, during the fall, I decided it was time. I wanted to live in line with all my values and follow the dream of going on a 2.5 month long trip to South America with my husband. And what happened at work?

I received a tremendous amount of support and encouragement and was called a role model for living sustainable performance. During the trip I was forced to check out completely, with the team stepping up and taking over all my responsibilities.

I have myself, my team and our culture to thank for one of the best adventures of my life. I found that the support and opportunity to fully check out was the best medicine to increase my passion to contribute to work when coming back. For a person like me the problem isn’t motivation or loyalty – it is balancing high motivation and loyalty with other aspects of life to maintain it as years pass by. I want to be a role model showing that top performance in the business world can be combined with values of traveling, family, and doing other things you love.

I was welcomed back in the best way possible. I was surprised with flowers and heartwarming messages, but best of all – a prepared ”dream boarding”. People Heart Business wanted to learn about my experiences, insights, and dreams but also about my perspectives on the company having been away and coming back.

In summary, I’ve been positively reinforced and challenged to fulfill my personal dreams without having to worry about leaving the professional dreams behind and instead finding ways where these dreams can influence and reinforce each other.

Grateful for a lifetime – thank you! ❤

Felicia Grosin
COO & Management Consultant


Lead the Future 2023

LEAD THE FUTURE 2023

Turning the severe challenges facing our society into solutions is an overwhelming task. Business leaders have a big responsibility and a challenge to enable value creation from both a financial and a non-financial perspective, and the economic downturn and high inflation has increased the pressure on most.

It was both thought-provoking and heartwarming to come together and raise the gaze regarding how to take responsibility and lead the future. CEOs, Stanley Cup winners, world-leading researchers, thought leaders, rising stars, entrepreneurs, psychologists, engineers, doctors, and economists, what a privilege to learn from you all!

Some insights:

⭐ Businesses goals need to be aligned with societal contribution and global values. With Generation Z set to make up 27% of the OECD workforce by 2027, demands on successful DEIB work, purpose, and authentic leadership will inherently increase and businesses will need to take this into consideration. However, short-termism is still prevalent in the business world, and leaders must be incentivized and courageous to maintain a long-term focus and find ways to embrace broader value creation, rather than short-term financial performance.

⭐ Today, a quarter of the world population live in conflict-affected areas. However, polarization is not only present in wars and conflicts, but also in the business world and in all our companies. With globalization decreasing, the business world’s possibility to affect anti-democratic movements is diminishing. Polarization also limits our innovation power. Work on diversity and inclusion as well as bubble hopping is critical to solve the complex challenges.

⭐ Top performance and wellbeing are not contradictions – together, they are imperative to business success. Research from McKinsey revealed that organizations that successfully combined people and performance enjoyed 2x faster revenue growth than performance-driven companies during the pandemic. The future of business is to merge these perspectives, not only in your purpose, but also in your business strategy.

⭐ Even leading stars in the business world are humans. 1 in 8 people live with a mental health condition right now, and the trend is negative. It is time to re-design organizations to make them fit for the future and fit for people. The business world needs role models to show the way with human centric leadership at the highest level of organizations.

Deeply impressed by all the guests, your perspectives and not least your ability to contribute to an authentic and inclusive evening. Let’s scale hope!

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Decoding uniting a unicorn

Situation


How to decode and spread the success DNA of one of Europe’s fastest-growing companies while running even faster?

The founders and management team realized that to secure future success while still growing its business rapidly across multiple markets. There was a need to define and scale the success DNA of the organization.

The company had grown to 3000 employees, and the pressure on key players in the organization to both deliver on their growing promises, onboard people, and stay alive and sound was often an unsolvable equation. High performers joining the company had a similar hard task in offloading these key people since they were under high pressure to deliver. The mass of the organization did not know the core purpose of the company and therefore mistook the company for any traditional player.

The founder had wanted to do this earlier but had had a hard time finding the right support, and this was too important to fail with and all of a sudden, instead they were 3000 people in great need of support.

The Task


People Heart Business were invited as partner in this situation. A situation with a great need of support and yet many conflicting priorities. The task was as often in the partnerships jointly defined. To leverage the potential in the organization there was a need to stop running and prioritize defining the success DNA to further scale and professionalize the organization for future success. The task to both define and align around purpose, culture, add strategic focus areas. People Heart Business was equally focused on getting the right things in the fancy power points as building a movement for the success DNA, and therefore the work to a large extent relied on co-creation with the organisation.

The solution


  • Through a 6 months co-creation project, gather the management team, leaders, and employees in the organization to analyze, discuss, and define critical aspects of the Success DNA.
  • Define external trends that will impact the organization going forward and, in this context, contribute to strategic organizational learning and development of relevant direction and expertise.
  • Build trust within and between organizational units to better understand and collaborate around strategic priorities.
  • Build a framework for “the company way” including purpose, culture, and strategic focus areas while simultaneously strengthening leadership capabilities, and most importantly ownership for the realization of the Success DNA in both senior management, earlier bottlenecks and employees out in the organization.

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