WORKSHOP DAYS IN OSLO, NORWAY

JULY 8-9, 2019

Josoor Institute, Attensi and BDO
AGENDA

Monday, July 8 Tuesday, July 9

Monday, July 8 0830 Pick-up at the hotel
0830 Pick-up at the hotel to leave for Attensi’s offices 0900 BDO Operational Readiness Exercises – we simulate
being an operational team at a football stadium
0900 Welcome to Attensi - Introduction
Introduction and talkthrough of agenda points - We do a walk- and talkthrough of operational plans
0915 Introduction to Josoor Institute - We do a tabletop
1000 Introduction to BDO and Attensi - We do a small simulation
1000 Introduction to Attensi concepts and products Debrief of concept
Walkthrough of some examples from airports, retails, oil & gas, etc 1130 Lunch
Try out of some of the learning programs 1230 Innovation time – how could Josoor Institute benefit
1130 Lunch from the concepts?
1230 Continue Next steps
1700 Finish
1400 Introduction to BDO
BDO’s training philosophy and the Change Readiness Concept
Leadership training in a strength based perspective
Operational Readiness Exercises – walkthrough of some examples
from various industries

1700 Return to hotel for a rest

1800 Pickup for dinner at Frognerseteren Restaurant

On the way: Sightseeing the Holmenkollen Ski Stadium

Side 2
 AUDIT | ACCOUNTING | CONSULTANCY | TAX AND EXCISE
► We ensure both local knowledge and
international expertise. ► BDO is a global organisation, established in
► We are committed to finding the optimal 162 countries.
solutions in close cooperation our clients.

1500 70 1,8 42 500 74 000 1500 US$ 8.1 162

employees in Norway offices billion NOK clients employees worldwide offices billion in total revenues countries

BDO NORWAY
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LINES OF SERVICE

• Financial statement audit • Management consulting

• Assurance • IT audit and risk management
• Internal audit • Transaction advisory services
• IT audit • Compliance and forensic
• IFRS services
• Physical and digital security &
AUDIT ADVISORY preparedness
• Operational Readiness

• Tax TAX & LEGAL ACCOUNTING • Financial accounting

• Transfer pricing • Payroll services
• Value added tax • TAX/VAT compliance
• M&A • Company secretarial
• Customs • Management for hire
• Human capital/expatriate
• Legal

BDO NORWAY
Page 4
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BRANCH FOCUS: SPORTS
Four segments

Topp Performance Mass Sports Facilities Events

BDO NORWAY
Side 5
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BRANCH FOCUS: SPORTS
Our spearheads for international focus
BDO Operational Readiness
Topp Performance Events
Exercise

Mega Event Knowledge

Compliance

Security and Preparedness

BDO CERT

BDO NORWAY
Side 6
Side
LESSONS TO LEARN

Side 7
EURO 2012

► 4 years before the tournament a management

group of 8 persons
- Based in 2 countries
- From 4 different countries
- Speak 3 different languages
- 1 has operational experience

► How do you ensure they all have the same

mental picture of a tournament?

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 MAN ORGANIZATION
REDUCE RISKS

INCREASE QUALITY

IMPROVE ABILITY TO ACT TECKNOLOGY/

TOOLS

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Side
 ”BLACK TUESDAY”

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21 OLYMPIC WINTER GAMES VANCOUVER 2010

Director Gilbert Felli,IOC Games Department

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WHAT DO WE DO NOW?
AND ”THE SHOW MUST GO ON”…
► Sport Manager
- Which formalities are related to the athlete?
- How do you handle his team mates?
- How do you deal with the other athleates?
- What do do in the Olympic Village?
- What do you have to do?
► Media Manager
- How do you inform media at the venue?
- Which attitudes do you express related to what happened?
- How do you coordinate information with the hospital, MOC and IOC?
- When and where should the press conference take place? And who is
responsible?
- What do you have to do?
► Olympic Family Responsible
- How will you inform the NOC? How will you assist them?
- What do you have to do for the Athlete’s family?
- How will you inform other NOCs?
- What will you give prority to now? Tomorrow? In two days?
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► Marketing Rights Manager
- How will you inform the partners?
- What will you say?
- What kind of reactions might occur and how do you need to deal with this?
What kind of critical questions will be asked?
► Event Services Manager
- What should be informed? How?
- What do you inform today – and tomorrow?
- How should this be informed at other venues?
► HR Manager
- How do you deal with this related to workforce at the venue – and those
who were there and saw what happend?
- What kind of ceremonies are needed?
- How will you inform other volunteers/staff? What will you say?
- How will you focus on this the following days?
► Chief Operating Officer
- As COO, where do you have your focus – and what do you need to do??
- What is the OCOG’s responsibility? And what is IOC’s responsibility?
- How do you give room for this in the Opening Ceremony?
- What needs to be emphasized today and the next days?
TRAINING ON REALITY

Side 14
KEY SUCCESS FACTORS

• Quality of operations planning

• Evident organisation structure
• Validated roles and responsibilities
• Executive Management involvement
• C3 clarity
• True partner integration
• Focused Operational Readiness

Side 15x
ORE METHODOLOGY

1.WHEN DOES ORE TAKE PLACE?

2.WHICH ARE THE EXPERIENCES WITH ORE?
3.WHAT IS THE CONCEPT MODEL LIKE?
4.WHICH ARE THE KEY PROCESSES TO MAKE IT HAPPEN?
5.WHICH ARE THE SUCCESSCRITERIA IN THE EXECUTION?

Side 16
EVENT PROCESS & ORE

Strategic Operational Operational

Bidding Foundation Post-event
planning planning Readiness

Time

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OUR CONCEPT MODEL

What does reaseach tell us about

Perform and follow up

the method?
• Exercises are perceived as motivational,

Simulations
exciting and authentic

Tabletops
• Participants feels more competent when facing
Action Space

real challenges
Question

• The method creates improvement in time

Capture

consumption and earnings in projects

• Team members builds confidence in each other

CONTINOUS LEARNING PROCESS

”This form of practice is recommended to be

”Let´s do it.....”
”What if......”
questions...”

used in project work - it strenghtens the ability

”What to do
context...”
”What is

next..”
to act"
”Which

- Norwegian Center for Project Management (SOM)

Aware Explore Apply

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BLENDED LEARNING
BETTER LEARNING - BETTER EXPERIENCES - EASY TO GO BROADER IN THE ORGANIZATION
Question Capture Action Space Tabletop Tabletop Simulation Simulation Perform & follow up
Digital individual Analogue group
Question Procedures & context Digital individual Analogue group
simulation on generic simulation on “READY TO
Capture learned digitaly tabletoping tabletoping
scenarios taylored scenarios
PERFORM...”
”Which questions.....” “Understand.....” ”What if......” ”What if......”
”Let´s do it.....” ”Let´s do it.....”

Aware Explore Apply

CONTINOUS LEARNING PROCESS

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MODULE BASED TRAINING

QUESTION WALKTHROUGH TABLETOPS SIMULATIONS FOLLOW-UP

PERFORM AT ARENA
CAPTURE & TALKTHROUGH

WORKSHOP 1 WORKSHOP 2 Workshop 3

«Actionspace» «What-if».... «Simulation»
Debrief
Map out training needs •What do we want stake- &
holders to experience? We simulate
We train on survey
•How are we organized? 90-45 min before
«What-if»-situations
• Who’s where? the start of the match
• Who does what and how? in two simulations
• What is new?

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BDO LEARNING PHILOSOPHY

Side 21
WHAT INFLUENCES THE FUTURE ?
DRIVERS

Clients’ new More complex

Digitalisation Sustainability
expectations projects/tasks

KEY CHANGES
1. Purpose driven organisations 2. Lifelong growth 3. Future of leadership
4. Welcoming wellbeing 5. Tearing up the org chart 6. Rethinking the pipeline
7. Reimagining the office 8. Mind the gap 9. New definitions of success

Side Source: People Innovation Network; a collective who are passionate about re-defining work to help people thrive
CHALLENGES – NEW PREREQUESITES

CONTEXT
Stability Change
TASKS

Uniformed / devided

Complex / entirety
ClipArt

Source: Arild Bryde Spekter

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Side
Side
 knowledge

learn

apply

new and unique scenarios

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 TRAINING ON REALITY

through ACTION LEARNING

strengthen your ABILITY TO ACT

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 THE SUSTAINABLE DEVELOPMENT GOALS

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 EFFECT OF HAPPINESS AND POSITIVE
FEELINGS (LYUBOMIRKSY ET AL., 2005)

► Makes people think and act in ways that increase chances of

succeeding
- Increased self-efficacy
- Stronger social relations
- Better conflict solving
- Goal achievement
- More generous (altruistic, voluntary work)
- Creative, flexible and original solutions
- Health promoting and increased longevity

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 Hedonia Eudaimonia

• “feeling good” • “doing well”

• presence of pleasure, absence • realization of potentials
of pain • engaged, striving, adversity
• quality of life • being in the process
• reach goal

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 Behavior, actions,
situations

Reactions, thoughts,
feelings

Values / strengths,
personality (stable)

CFeed - Visjon og verdier for CFeed

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32
WHAT IS A STRENGTH - BASED APPROACH?

►Strength-based practice involves a shift from a deficit approach, which

emphasizes problems, fixing weaknesses, diseases and vulnerability

►Strength - based practice is about spotting and exploiting others’ strengths

- Strengths as a starting point for change, growth and development
- Our areas of greatest potential are in the areas of our greatest strengths

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 BDO OPERATIONAL
READINESS CONCEPT
Presentation Tuesday July 9, 2019

35
FRAMEWORK DOCUMENTS
1.WHAT IS THE VISION?
2.WHO ARE KEY STAKEHOLDERS?
3.WHERE DOES IT TAKE PLACE?
4.WHO IS INVOLVED AND WHAT COMPETENCE DO
THEY HAVE?
5.WHAT ARE KEY OPERATIONAL PRINCIPLES?
6.HOW IS IT ORGANIZED?
7.WHAT IS KEY LEVEL OF SERVICE?
8.WHICH ARE THE KEY PLANS AND PROCEDURES?
9.WHICH ARE THE KEY RISKS?

Side 36
CLIENT GROUPS – PRIORITIES EXAMPLES

Workforce

Spectators

Partners

Press

Football
family

Broadcast

TEAMS
Side 37
 MOC

Externally
driven
Ops. plan housing
OPS PLAN FINANCIAL STRATEGIC RISKS
MAIN FUNCTION Ops. plan transportation RISKS
OPERATIONS Org.

PLAN Ops. plan etc.

HAZARD RISKS OPERATIONAL RISKS
Ops. plan arena XX
Internally
driven
OPS PLAN ARENA Ops. plan arena YY

Ops. plan arena ZZ

Side 38
C3 PROCESSES
► Command – making decisions, aligning plans
► Coordination – coordinating and informing
► Control – monitoring overall operations, risks and issues

PROCESS CHARACTERISTIC TOOLS

• Tournament operational
COMMAND

structure
• Efficient decision-making

• Tournament forums
COORDINATION

• Quick coordination and • Communication management

consistent informing of all plan
involved parties

• Contingency plans
• Timely identification of issues
CONTROL

and escalation to a proper

• Issue management and reporting
decision-making level
system, other systems
Side 39
GAMES OPERATIONAL STRUCTURE PRINCIPLES

Strategic and political decisions with significant impact on the

01 tournament to be solved at governance level

The executive level/MOC, responsible for managing

02 corporate tasks and issues and tournament operations
coordinated with other command centers

During the tournament, most decisions will be made

03 at operational level. The decision-making

responsibilities and authorities will be properly
distributed among management levels, according to
authority and competence

Side 40
KEY SUCCESS FACTORS

1. Quality of operations planning

2. Evident organisation structure
3. Validated roles and responsibilities
4. Senior Management involvement
5. C3 clarity
6. True partner integration

7. Focused Operational Readiness

Side 41
 ►MAPPING
Side 42
ORE HIGH LEVEL ROADMAP

1.WHEN DO WE EXECUTE THE TRAININGS?

2.WHERE TO THEY TAKE PLACE?
3.HOW MANY WILL ATTEND
4.WHO WILL BE INVOLVED ?
5.WHEN DO WE DEVELOP?
6.WHEN DO WE COLLABORATE IN THE DEVELOPMENT?

Side 43
PLANNING FOR ORE CONTENT AND PROCESS
1.WHAT IS IMPORTANT IN THE PLANNING OF THE 5.WHAT IS IMPORTANT IN THE PLANNING OF THE
CONTENT? PROCESS?

2.HOW DO WE STRUCTURE CONTENT? 6.WHO ARE KEY STAKEHOLDERS?

3.HOW DO WE ENSURE THE RIGHT TRAINING 7.HOW DO WE ENGAGE WITH THEM?
OBJECTIVES? 8.HOW DO WE ORGANIZE OUR COLLABORATION IN
4.HOW DO WE ALIGN THE DEBRIEF WITH THE THE DEVELOPMENT?
TRAINING OBJECTIVES?

Side 44
ORE METHODOLOGY
1.WHICH ARE THE ELEMENTS OF ORE METHODOLOGY?
2.WHAT IS THEIR PURPOSE?
3.WHICH ELEMENTS DO WE WANT TO INCLUDE?
4.WHICH ARE THE STEERING DOCUMENTS TO RELATE TO?

Side 45
WALKTHROUGH/TALKTHROUGH

1.WHAT IS A WALKTHROUGH/TALKTHROUGH?
2.HOW DO WE EXECUTE IT?
3.HOW DO WE PREPARE FOR IT?
4.HOW DO WE FOLLOW UP?
5.WHO DOES WHAT?

Side 46
TABLETOPS
1.WHAT IS A TABLETOP?
2.HOW DO WE EXECUTE IT?
3.HOW DO WE PREPARE FOR IT?
4.HOW DO WE FOLLOW UP?
5.WHO DOES WHAT?

Side 47
SIMULATIONS
1.WHAT IS A SIMULATION
2.HOW DO WE EXECUTE IT?
3.HOW DO WE PREPARE FOR IT?
4.HOW DO WE FOLLOW UP?
5.WHO DOES WHAT?

Side 48
TRAINING OF MANAGERS
1.WHO WILL BECOME TRAINING MANAGERS?
2.HOW MUCH TIME CAN THEY DEDICATE TO TRAININGS?
3.HOW DO WE RELATE TO THEM?
4.HOW MANY TABLETOPS DO THEY NEED TO BE DEVELOPED?

Side 49
PROCESS FOR CONTENT DEVELOPMENT
1.WHAT TO EVALUATE?
2.HOW TO EVALUATE?
3.WHAT TO DOCUMENT – FOR WHOM?

Side 50
LET’S DO IT
TRYING OUT ORE CONCEPT

Side 51
FOOTBALL
STADIUM
ARISTOTELES

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 QUARTERFINAL
SUNDAY 14.07.2019 19:45

Team Blue Team Green

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THE ARISTOTELS STADIUM TEAM & ORGANIZATION

Stadium
Management

Oracle - Coordinator

Logistics/
Match Organization Media/ Broadcast Security Transport VIP Workforce
Technical Services

750 workforce staff

- service and security providers

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 WEATHER

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 TABLETOP POSSIBLE
DELAY OF MATCH
DUE TO
....WHAT IF....... LATE ARRIVAL OF A TEAM

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 DATE: SUNDAY JULY 3, 2016

SIMULATION MATCH: QUARTER FINALE,

TEAM BLUE VS TEAM RED

...LET´S DO IT..... KICK-OFF: 21:00

LOCATION: STADIUM ARISTOTELES

SIMULATION TIME: 19:45-20:30

Simulation day

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 • WEATHER IMPACT
• TRAFFIC ISSUES
BE PREPARED FOR • POSSIBLE DELAY OF MATCH
ISSUES LIKE..... • LACK OF WORKFORCE
• POWER LOSS
• ACCESS/SECURITY ISSUES
• VARIOUS

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EXAMPLES FROM OTHER SECTORS

Side 61
HOSPITAL
STRENGHTEN HANDLING OF MEDICATION

PROBLEM:
• How do we reduce the deaths at the hospital caused
by mistakes in medication from 15%?

ACTION:
• Education in mathematics
• Trainings through simulations

RESULTS:
• Systematic knowledge enhancement
• Improved work processes
• Common position and behavior in critical phases
• More learning-oriented culture

Side 62
TOP MANAGEMENT IN A MAJOR ENERGY COMPANY
COMMON MENTAL IMAGES AS THE BASIS FOR STRATEGY DEVELOPMENT

PROBLEM:
• Different perspectives on strategic solutions creates
challenges linked to collaboration

ACTION:
• 1.5 day workshop with the use of perspective
presentations and dialogue as a method

RESULTS:
• Common mental image of viewpoint on their
own strategy and development in light of the
strategic guidelines given by Executive Vice
President

Side 63
PUBLIC LIMITED COMPANY – BUSINESS REVIEW
TRAIN ON PROACTIVE BUSINESS REVIEW WITH FEED FORWARD

PROBLEM:
• How do we create a proactive business review, with
focus on feed forward?

ACTION:
• Tabletop og simulation of business review two weeks
before the real business review

RESULTS:
• Better preparations
• Strengthened focus on feed forward
• Strengthened learning-oriented culture

Side 64
ENOVA - KEY RESOURCES TRAIN ON THE UNKNOWN

PROBLEM:
• In 2017 we will introduce a new instrument for the
market. How can we explore new and innovative
ways to implement this?

ACTION:
• We conducted three assemblies where we defined
the need, reviewed the customer process and our
deliveries and explored them using tabletops and
simulations

RESULTS:
• We effectively develop a comprehensive
understanding that enables us to further develop
the mandate, work processes and reconcile
competence needs

Gunn Jorun Widding

Commercial Director, ENOVA
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OTHER EXAMPLES
► Management development processes and procedures
- Improvement of interaction, commitment and quality in management - Example: Training on an olympic day for leaders in a local organizing body
processes
- Example: Management teams in both small businesses and larger groups Improving existing processes
► Clarify roles, responsibilities, tasks, norms - Improvement of existing processes, spreading of knowledge and create
- Implementation of values common standards
- Example: National public sector’s role and responsibility versus the roles - Example: Quality improvement of drug management at all levels in
at municipal and county municipal level hospitals
► Combating changes
- Example: Leader group training on the changes they will face over the Implementation of new processes
next 6 months, in order to become better prepared and work more - Implementation of new processes, spreading of knowledge and create
strategically common standards
► Preparedness
- Establish and / or develop contingency plans
- Example: Implementation of hospital emergency preparedness plans or
contingency plans in food business, oil company etc.

Operate an organization
- Train all leaders in a new organization in daily situations and crisis-
oriented situations. Test of organizational design, roles, responsibilities,

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WHAT DOES REASEACH TELL US ABOUT THE METHOD?
► Norwegian Center for Project Management (SOM)

► Practice contributed to improvement in time consumption and earnings in projects

► Team members:
- More confident in each other, how to solve diffent tasks and grensesnitt
- Felt more competent when facing challenges later on
- Experienced practice as motivational, exciting and authentic

► Internal prosess consultants was trained in the methology

► ”This form of practices are recommended to be used in project work - it strenghtens the ability to act

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WHAT DOES REASEACH TELL US ABOUT THE
METHOD?
Simulations strengthcen collective innovation processes and create CHANGE READINESS

Simulation as a training method Simulation as an innovation tool

► Combine possible futures

► Free up and create collective knowledge /
knowledge diversity
► Gives experience in perspective
► Creates recognition for reflection
► Knowledge vs. Knowledgeing
► Make visible the strengths and the ability to use
them
► Strengthens the quality of relationships

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