Book co-creator

Inspired by the many innovative activities taking place in Osnabrück during my Bachelor of Science studies there in 1994–1995, I decided to initiate the creation of a yearbook. The project quickly became a rich learning experience that extended far beyond the classroom. It offered hands-on insights into communication, teamwork, leadership, and project organization - areas that closely complemented my academic studies. Together with fellow students and teachers, we developed the content of the yearbook: Writing articles, taking photographs, designing the layout, and seeking sponsorships from local businesses to cover printing costs. The enthusiasm and collaboration from everyone involved created a strong sense of shared purpose. Since the internet and social media were not yet part of everyday life, we produced a printed edition through a local printing house, ensuring that each student received a physical copy - a tangible outcome of our collective efforts. Looking back, I often recall how much I learned from the process, not only about project management and communication but also about community spirit and creative problem-solving. I remain grateful for the contributions and encouragement of the students, teachers, and business partners who helped bring it to life. Thank you.

One standout learning experience involved contributing to a project management symposium organized by Dansk Projektledelse at the School of Architecture in Copenhagen. The months of collaboration leading up to the event became a dynamic learning journey in themselves. It was fascinating to explore how project management can be practiced as both an analytical and creative discipline. Together, we discussed, for example, ways to balance structure and adaptability, and how to embed learning more intentionally into everyday project work. During the period, I recall that we experimented with formats that encouraged reflection and dialogue - mini-workshops, peer feedback rounds, and digital collaboration tools - to connect people’s lived experiences with theory. This spirit of co-creation extended into a really interesting book project. The process became an experiment in collaborative authorship: Integrating perspectives, aligning diverse voices, and turning theoretical insights into actionable strategies for project-based learning. 

What made this project experience in Copenhagen truly stand out was, I believe, its systemic dimension. I realized it was not merely about refining methods or co-writing chapters. It was not least about reimagining how learning flows through the very fabric of the work people do. We explored how reflection and competence-building can evolve from being discrete training activities into ongoing, integrated practices that strengthen both individual growth and organizational resilience. This perspective invited us to look beyond project outcomes and consider how value is created collectively - through dialogue, curiosity, and shared responsibility. By connecting personal learning to broader system change, we discovered new ways to accelerate innovation and meaning-making across communities. I feel deeply grateful for the insights and partnerships formed through this work, which continue to influence how I approach learning, collaboration, and regenerative development today. 

Contributing to the book Innovation Management was a remarkable period of learning and professional growth. Work I did with people over some months to co-create this book provided an opportunity to connect theory with practice in a rapidly evolving field, and to explore how innovation can be fostered across organizations and industries. The contribution, which I chose to make to the book, focused on examining how social media technologies are transforming the way people collaborate, communicate, and create value at work. Through research, writing, and dialogues with co-authors, I gained deeper insight into how digital tools can support open innovation, knowledge sharing, and more participatory forms of leadership. The process strengthened ability to translate ideas into concepts relevant to managers, educators, and policy-makers. Reflecting on the cultural and organizational shifts triggered by digital networks, I explored how technology is not only changing workflows but also reshaping relationships between people in teams, organizations and ecosystems. Through this valuable innovation work, I came to see that the impact of technology depends on how people adapt, collaborate, and learn to use new tools strategically. This insight has shaped my approach to business development and leadership coaching, where fostering digital competence goes together with cultivating creativity and trust. I experience that aligning people’s growth with emerging technologies can strengthen continuous innovation and long-term success for businesses across industries.

In 2011, I took part in a remarkable virtual brainstorming process with about 40 other contributors to the UNBOSS project. The initiative grew from a shared ambition to “unboss” every aspect of how organizations operate. Our diverse group included CEOs, functional managers, civil servants, leaders of voluntary organizations, consultants, and academics — all united by the desire to rethink organizational life beyond traditional hierarchies. 

Over several days, we collaborated on rethinking themes such as these:

• How to unlearn

• The Unboss mindset

• Purpose of the organization

• Ways of organizing

• Transforming employees into associates

• Redefining work and the workplace

• Management and leadership

• Communication and knowledge sharing

• Marketing, sales, and customer collaboration

• HR, salaries, and value creation

• Corporate social responsibility (CSR) and societal value

• Meetings, decision-making, and governance.

In addition to brainstorming sessions, we shared research, questions, and ideas over other online channels. These included an UNBOSS blog, #unboss on X, and the UNBOSS LinkedIn Group. These digital spaces served as channels for dialogue and crowdsourced innovation around the book’s central concepts. By 2017, approximately 15,000 copies of UNBOSS had been sold worldwide. All author royalties were donated to the World Organization of the Scout Movement - thereby helping to educate and empower leaders of tomorrow.