Cases/03 · Scaling
Two chapters of Sune's career, one credibility claim. At ECCO — the Danish global footwear and lifestyle brand — Sune was Group Senior Director and led the transformation and execution function. At Implement Consulting Group — one of Scandinavia's leading consulting firms — Sune spent eight years building and leading high-performance teams through complex agile and hybrid transformations, and training the people who would go on to do the same work for other clients.
The combination matters. The consulting-side experience explains how transformations are meant to land; the corporate-side experience explains why so many of them don't, and what it actually takes to make them stick.
Challenge
At ECCO, the SAP S/4HANA programme was the kind of enterprise technology change that breaks organisations even when the technology works — touching every functional area, every legacy decision, every existing way of working. Programme governance had to be tight enough to make decisions cleanly and loose enough not to suffocate the operational business it was running alongside. The receiving organisation had to be ready to absorb what the programme produced.
At Implement, the challenge was scale of a different kind: how to train consultants and professionals to do this kind of work well — across project methodologies, change management, and the Project Half Doubleapproach — at a volume and consistency that holds up across years and engagements.
What was done
At ECCO, the SAP S/4HANA programme was directed as interim Programme Director, with formal change management and adoption planning built into the governance from the start — not bolted on later. A 25-person transformation and execution department was directed, responsible for ensuring the wider organisation could absorb what the programme produced.
At Implement, 1,000+ professionals were trained across project methodologies, change management, and the Project Half Doubleapproach over eight years — building the consulting capability that would go on to deliver transformation work for clients across Scandinavia and beyond.
Outcome
Person transformation and execution department directed end-to-end
Professionals trained in project methodologies, change management, and Project Half Double
Programme leadership at scale: interim Programme Director on one of the most complex enterprise technology programmes a global consumer brand can run.
Practitioner
Sune — Programme leadership, Transformation governance, Change management, Capability development.
Where this fits
This case maps to 'We're growing but the organisation can't keep up'. The scaling problem here is one large organisations face routinely: how to absorb significant change without breaking the operational business that has to keep running through it. The Implement chapter complements the ECCO chapter by showing the same problem from the consulting side — how the people who deliver transformation are themselves trained and developed at scale. In 20KL terms, this is the Programme Oversight mode in its strongest form — independent governance for transformation programmes, formal change management, post-launch adoption — informed by a career spent on both sides.