Welcome. My name is Iben. I'm from Implement Consulting Group. And I've been looking forward to share a great concept and a great project with all of you today. So this is a session about questions. So let's start actually with your questions. So what questions do you hope to get answered today for this session? Please write them in the chat. We'll use these to inform the presentation. And we'll also get back to these at the Q&A in the end of this session. So please share them right away. Spend a little time reflecting. I'll just give you 30 seconds and then we'll proceed. Okay, that was 30 seconds. I hope that you got a little time to reflect and maybe check in with yourself on this session. Today, I'm standing or at least I'm gathered here with three inspiring people. So can we, Andreas, move to the next slide? Hi, I'm standing here together with Pia from Quest, Morten from Vestas and my colleague, Henrik from Implement. Two years ago, I met Kia at a keynote where she talked about Quest. Apart from the great energy, she presented a really interesting concept combining questions with data. One year ago, she reached out asking for my and Henrik from the great energy, she reached out asking for my and Henrik's help on a really interesting project. Morten had asked her to support Vestas on an organizational restructuring of his organization. The reason that we are gathered today is that we found this project, this approach, worth sharing as inspiration for others. I personally found this project really interesting from the perspective of striving for real impact, real change. When you use Quest, you dare to ask. You listen to the voice of the organization. To me, that's like a social contract. You dare to ask and you promise to act. So as management, you gain knowledge about the questions and the conversations in the organizations. You basically gain these unique insights and an opportunity to use these insights to address what you hear, to prioritize your actions and to drive the transformation you want. So the purpose for the session today is to inspire you to give you insights into how to run and use questions to run this data driven approach to large scale transformations. To give you insights on the tool Quest itself. And the most important part maybe to hear from Morten about this specific Quest investors. How did it go? What did he do? What impact did he gain from it? So briefly on the agenda before we jump right at it. In a minute, Henrik will talk a little bit about a transformation flow, how it looks like and also what are key elements to address if you want to succeed. Then Pia will take us into the ideas behind Quest and the tool itself. Then we'll go to Morten, who will talk to the Vestas case. And finally, we'll take the questions that you have already asked and leave you a little bit time to ask more questions and have a Q&A where we address some of these. That's the plan for today. I hope that you're ready. Let's welcome Henrik. Hi, Iben. And thanks for inviting me in on this nice event. I will maybe just start with a simple perspective of why do we actually use Quest? It's because we have this saying that changing conversations is changing organizations. So the smallest thing in an organization is the conversation that we're having. The conversation at the coffee machine, the conversation in the canteen or at the Friday breakfast. If we can change that, then we'll change a lot in the organization. And that's where Quest plays an important part. So maybe let's jump to the slides and dig into this aspect of how do we change conversations so that we change organizations. This is the simple idea. It's not that simple, but it has a profound impact if you start this. Many organizations are knowledge workers, so we live on our brains and our conversations. And so if we can change that, that's one thing. The other thing is if we actually know what they're talking about, it's easier for us to change the organizations and change the conversations. And that's where Quest, in my mind, plays an important role. Normally, this is not working. It will change. Thanks. Normally you look at transformation kind of like phases, starting with a defining phase, then we design, then we build and then we implement. This is kind of the normal approach. And if you go that way, you would use Quest more or less in all phases. We would define, you know, what would we ask for, what would we be curious about, what are the hypotheses that we would be looking for. In the design phase, we would maybe launch a Quest to get insights as to redesigning the design of the transformation and the rollout. In the build phase, we might do a Quest more to redefine the prototype that we are testing and what we might be launching. And then implementation phase, we would go into figuring out what is the impact that we have had and where do we need to put our focus? What do we need to scale up and scale down in our kind of attempt to make this transformation have the biggest impact? So this is kind of the normal approach to looking at transformations. I actually much more like another approach and another view. It's four sets of lenses that we use when we look at transformations. The first one is how do we create a leadership drive, meaning how do we create leadership unity amongst the leaders? Are they aligned on where we are going? Are they actually having the right competencies and skills and capabilities to actually drive this transformation? Here we can use Quest to unite people in the leadership team at all levels, not just the top management, but at all levels about what is it actually they're talking about? What is it that we need to focus on? And what is it that we need to become better at for us to drive this transformation? And of course, not everything is top down in changing, but of course leaders have a big impact on how we're doing things. So that's the first part. The second part is about how do we create organizational engagement? How do we make sure that people in the organization actually know what's going on, that they can impact it and influence it, and that they find that this is super inspiring and the right thing to do? So how do we also create a bottom up movement and an engagement in helping pushing this transformation in the right direction? Here Quest can give us a lot of good insights on what is it actually that they find that is engaging, that is the right thing to focus on? What's do they need more information or do they need more direction and solution from the leadership team? Or do they actually have ideas of their own that can help drive this transformation? So that's the second part. How do we create an engaged organization that feels that they have a role to play in driving this transformation? Third one is the portfolio. Because in a transformation, it's not just one project, it's a number of projects that we're running simultaneously to make a transformation. So how do we make sure that this series of projects in a portfolio, that they're running smoothly in the same direction for the same impact? Here we can use Quest to make sure that the timing of these different projects are right, but also that we might be stopping projects that is not relevant right now. Or that we're scaling up and putting more emphasis and more importance on other projects. I think for me at least, this is another important thing that we sometimes forget in our transformations. We focus merely on the plan that we set out in the beginning, instead of adjusting, not just in the project, but across the projects. And how do we create a common communication across these projects that we have in the portfolio? I think here we have a big opportunity, but also an opportunity for the Quest to inform what we're doing in the portfolio. And last but not least, the single project that we are running in this portfolio. How do we make sure that that runs for a lot of impact with prototyping, you know, classical half double or agile methodologies, but also measuring the impact and the progress that we have with this individual project. And again, for me at least, running a number of quests can make sure that we actually get that right project impact in the specific case of the transformation. So that was just kind of framing from a big perspective. How does transformation look? You can look at it, you know, like faces, or you could look at it that we ongoing need to focus on these four aspects. In the beginning, in the middle, in the end of how do we make leadership drive, organizational engagement, portfolio momentum and project impact. So that was just kind of setting the overall theme. And now we would like to move into, so what is this Quest that I'm talking about? What's that all about? And dive into that tool before we go in to listening to the specific case. So I will invite Pia up here, because Pia invented and founded Quest back in the days. So here you go. The floor is yours. Thank you so much. Hello everyone. And thank you also, Iben, for inviting me. I would love to tell you a little bit more about Quest. I, as Hemrik just said, I invented the tool to actually democratize the power of questions initially. And then it turned out that it was actually a tool that worked very well for driving change. But let me start out by saying a little bit about what it is about questions that make so much sense to activate when we are talking about change and transformation. I have a background in philosophy, doing research, and what I realized at some point is that when human beings ask questions, something almost magical happens. I like to illustrate it like this. What I realized is that when humans ask questions, we automatically activate our ability to take a position. It's impossible to ask a question without making a decision on what is and what is not important. Where do I put my focus right now? And that's also, I guess, why I even invited all of you to ground yourself in asking a question in the beginning of this session. To figure out what is your focus right now. The second we ask a question of another human being, it's impossible not to connect in some way. So that's the other magical thing happening, that we automatically connect with someone else. And by doing that, we direct our attention to the same purpose. When I'm asked a question, I instinctively look at the same topic and start caring about the same thing as the person asking the question. So by activating this magical question triangle, this happens automatically. We consider, we connect, and we commit to some kind of shared purpose. What really, not surprised but fascinated me, was that when I realized that when we have multiple questioning, and multiple peer-to-peer questioning, this happens on an almost ecosystem level. So when multiple people are asking each other questions about shared topics, we automatically unleash the wisdom of the crowd, and we empower groups of people to reach important goals together. This is really interesting when talking about organizations and companies, where we have lots of people often working in different locations across the world. At least that's the case with Vestas. Finding out that we can actually work together on something just by inviting people to ask each other questions. So that's what I consider the power of questions. And what I also realized is that this is not how we work, typically in organizations. Throughout history, we have this tendency to monopolize the power of questions, meaning that only a few people ask questions. And a lot of people, or the majority of people, be it customers or employees or stakeholders, they are reduced to respondents. That means they are someone who should respond to a survey or to interviews or to whatever questions the consultant or the leaders or the HR people think are important. So this is a basic structure of classical organization development methods. So what I wanted to do is that I wanted to figure out, can we build technology? Can we invent methods? Can we do something where we add this magical power of questions to the toolbox of how we think of change and how we drive transformation in large organizations? So instead of thinking only in implementation and one-to-many logic, looking at answer data to surveys, for instance, and collecting feedback, I wanted to find out, can we develop technology where we integrate this strategic topic or whatever's on the agenda, this transformation in everyday conversations between humans, people working in the organization, working on this peer-to-peer level where we consider, connect and commit to each other. Looking at question data, looking at question data, what questions are people actually asking each other? What are they curious about? What are their dreams? What are their fears? Where do they focus? Where do they not focus? Where are the blind spots? And working on the principle of transparency. So that's what I designed the quest technology to do? To harness the power of questions and strategic conversations. It's actually fairly simple. It starts out as Henrik also mentioned. It starts out by aligning leadership on a shared topic. So we have typically would be an executive saying this is a topic that's most important for us to discuss in this organization at the moment. Inviting large groups of people working in the organizations, typically from different parts of the organization. It could be hundreds of people to ask each other questions. They decide themselves what they ask and who they ask. And to tap into this peer-to-peer and one-on-one, they choose themselves a colleague. So they ask a question. It must be relevant to the topic. And they choose who do I want to ask this question. When a participant in a quest receives a question, he or she responds and then gets the opportunity to ask a new question. So it's like a relay. It goes on for a couple of days. And when the quest closes, the data is automatically analyzed and shared with everyone participating in the quest. After that, there's a more deep insight analysis. And I know that Morten will get back to that on how to use these kind of insights based on questions rather than just the answers that people are giving. I just wanted, before I give the words back to Iben, I wanted to share what another company, this is not from Vistas, but from another company, how they could see that by tapping into these informal communication patterns, they were able to increase engagement, collaboration and innovation based on this data. So it's just my favorite is the second one, the collaboration, where you can see this network visualization showing who do people turn to, how do they communicate with each other. In the beginning at the first quest, it was not a very well connected network. People were primarily talking to another team, most, another team or two other teams, or some of them were not connected. Some of them were not connected at all. And after five months, we could see this spider web of people communicating across the organization. Because in addition to what Henrik was talking about, that we can use by changing conversation, we can change big things in organization. It also goes the other way around, that we can use this data to see, should we in leadership change something? And that is very important that we have a connected community in order to get that insight. But thank you very much for being able to share this. I will give the word back to you, Iben. Thank you very much to Henrik and to Pia for great perspectives on how to run and succeed with transformations and also how to use a really cool tool. Sorry, tool. Think about questions and conversations in a different way. Now it's time to hear about how Quest was actually used in practice. So, an ambition, Morten, to reorganize and move into a digital powerhouse. Welcome to you and let's hear your story about your ambition and how to use Quest to succeed. Great. Thanks a lot, Iben. And hello. Good morning, at least from where I am. I'm sitting in my personal headquarters at home. With my comfy sweater on and I've been looking forward to just share a little bit about how we used Quest. We actually did a small pilot with Pia several years ago. So when I was introduced to this quite massive, to be honest, change that we were about to embark on in Vestas, Pia was on my speed dial list, to at least try to see how can we engage in a different way, in a more informal, and I actually like the word democratized, as you said, Pia. So how can we make this a change and a transformation we were embarking on, something that we do together, rather than somebody in an ivory tower plotting to do something great and then go out and do our very best to sell it to everybody else to get them on board. But maybe just because, of course, I am proud about the company that I'm from. I'm from Vestas. So just a few slides just so you understand a little bit about who we are. So if we take the next slide, Vestas, of course, we are in all humbleness powering the green energy transition. Luckily, we're not doing it alone. It's a massive task. But we are our core business is that we produce the world's greatest turbines that can generate a bunch of fantastic green energy. We service it and we are not only waiting for the phone to ring, we are also doing a lot of development work to really push for more green energy and, of course, more of our wonderful turbines and all sorts of hybrid installations around the world. And just a few numbers that I'm doing this really quickly because I know you're maybe not as interested as me in Vestas. But we are a global company. We are around 30,000 growing people around the world. We have a lot of turbines under service. We are producing gigawatts and gigawatts of energy, which is fantastic. And then the last one that really excites me the most, to be honest, even though I love our product, is that we are trying to avoid or you could say reduce the amount of emissions in the world. And we're doing that by the hundreds of millions of tons every year together with our partners and customers and so on. So this is really why we are here. And the journey that we were about to embark on, if we go to the next slide, luckily it wasn't the full 30,000 employees, but it was a couple of thousand employees where we were basically, and we are doubling down, you could say, on our digital transformation. And digital transformation is, of course, a bit of a buzzword, but digital plays an enormously important role for what we do, ranging from, of course, leveraging data in the way we design, deploy our solutions around the world, using, you know, using weather data, but of course also data from our turbines, all sorts of sensors and systems and so on that really enables us to optimize how we use our products or where to deploy them, but also how to keep them running and how to optimize them. And then, of course, like any other big organization, we use digital in all parts of our value chain to enable and empower the work that we do. So what we were looking at was to say, okay, we've done that for years. We are in a position where we have more data basically than anybody else. We've been collecting weather data down to one by one kilometer squares of the entire globe. How can we put this to much more use and how can we use the power of digital to really fuel what we do? So we basically embarked on establishing a new digital unit where we basically asked all of our digital development teams, our old global IT organization, so on to basically move together into one new organization with a new updated digital strategy that were to be developed, a new way of prioritizing the portfolio. You talked about that before, so the portfolio impact of our digital so we can really focus our energy on where it basically pays off the most and work together on that. But then it was also a big organizational restructuring, right? So actually moving people out of the different units into one big team. And then, of course, if that was enough, why don't we then also do the big move to more agile product led ways of working, which is also a massive change in itself. Right. So let's just rip the bandaid off. So there was looking at this a little bit of a daunting task of a couple of thousand employees, but also distributed geographically around the world. There was a gap. That's why I put in mind the gap. So that was that kind of feeling. I know the train is coming and there's probably going to be a gap between where I stand and how to get on it and also ride it to where we want to go. So if we take the next slide, what was really important for us was just and I work with change and business implementation, by the way, I forgot to say that in this. That's you probably read the bio. So for me, the main task was to say, OK, how do we make people part of this journey? And also there was a clear realization that we did not not have all the facts and we actually were in a place where we were about to design the future, set the new strategy, figure out exactly how to connect everybody in the most optimal way. So we really wanted to create this invitation and create these conversations around change to build the engagement, but to also get quality in the design that we were doing. And we really wanted to unite people through the transition and not only from an organizational point of view, which is, of course, was and still is top of mind for people. So which box am I going to sit in? Who's going to be my manager looking left and right? Who's going to be my colleagues? What are we going to do? So there's an organizational conversation that's, of course, super important, but there's also, you could say, a subject matter conversation. So a passion for a subject matter topic, whether that's in a digital organization, you know, agile development or its infrastructure or its data or, you know, there's a bunch of different topics that really we wanted to ignite and also make that give room for that kind of conversation. And not only the organizational one. And then we also really had a strong agenda on how do we create one big team, one united digital solution. So we were coming from different parts of the business, all coming together. So how do we become one basically? So these were different, you could say, angles to engagement here and different conversations we wanted to drive. So if we take the next slide, we discussed back and forth with Pia. So how can we use Quest to first of all, establish these communities around both subject matter, key capabilities, new functional teams in a way where we can influence and drive the conversations that we're having, but also really listen to the organization and where they are. So we wanted to collect this conversational data. So first of all, get the conversation started. I think actually that's a key element and a key value driver of using Quest in the first place. And then you get this unique opportunity to actually get a sneak. You know, at least when you drive change for me, doing this for a couple of decades now. Then you often set something off, right? You start something, you do a road show, you do communication, you do workshops, and then you're kind of wondering what goes on behind the scenes. First of all, you hope something is going on behind the scenes, but then what are people really talking about? How are people really engaging in this? What are leaders most concerned about? And so on. And we try to then talk to as many people as we can. But with a small team and a couple of thousand people distributed over, you know, ten locations and so on. Then, you know, how do you really get that pulse feeling, that feeling for what's going on? And that's really what we also wanted to do here so we can use that to really drive the conversations. Yeah, so if we take the next slide, what we did was we basically designed for a couple of months leading up to just before Christmas. So it's almost one year now since we did this time flies fast. And we had a big town hall event just after this was announced, even before everybody was fully moved to the new organization or at least had the final team in place. And then we started with one round of conversations. Let's put it like that with the full group. Right. So we had one big topic where we basically set the North Star, the overall vision. Why on earth did we start this thing? Why is it important with a new strategy? Where do we hope this is taking us? Why are we moving everybody together? What kind of a difference do we hope digital will make for Vestas in the future? What does it mean to double down? What does it mean to create, you know, one digital powerhouse, which was one of the phrases that was sort of the North Star in the beginning? And instead of going out and really trying to lay this out in detail, we wanted to engage people in what they thought this could mean for us, not what it actually meant in detail. So that was one shared topic. A lot of employees, we had to slice them down in smaller groups. And then we basically used all of that feedback to help align leadership around what are the conversations that are going on and also use those insights to actually shape how we would do round two. So to be honest, we did not have a full roadmap of everything we wanted to do and also use the second round of quest four. But we said, let's really try to take our medicine, our own medicine or really believe in the model here and not try to anticipate necessarily what we should be talking about or what questions are important, what topics are important for the organization before we actually know. So we actually kept that open for the second round. We had an employee survey in between just to check that people landed in their new roles. And we also then have these what you see here, the screen called digital pit stops. So we really tried to use, you could say the on and offline model to really, to not only make this, you could say a virtual, non-personal, behind the screen kind of exercise, where people engage with the tool and through the tool with each other, but on a one to one, but also use these gatherings to put, pull people together. So first of all, in the town hall to actually start it off, but then in the pit stop, talk about quests, frame the question, listen to leadership, talk about the North Star, and then use the tool to engage people in it. And then when we come together again, read back the results, what did we hear, try to address some of the ambitions, the passion, the concerns, all of it at the next pit stop, and then use that to then say, because we listened, we learned what you were discussing in your informal conversations. These are the groups that we would like to then start up for a second round of quests, where we then ended up making that more topic specific. So it was a very overall vision based in the beginning. And then we ended up doing, you could say smaller groups where people then instead of being automatically enrolled, we did that for the first quest, then people actively could sign up to join a quest around a certain topic. That would then derive from the first quest. I hope it makes sense. So, and this really, of course, there were a lot fewer that then directly engaged. But those who did engage were also quite active because it was a topic that they were really passionate about. And also, again, aligning with leadership and I'll share some of the insights that we got from quest and the tool and the analysis there. But also then we could use the insights on who participated to also invite people into these working groups. So there was a natural, you could say, development of people engaging, but then also investing in the future. So we could get to on the 21st of December to actually release the first version of the strategy and our target operating model. So we could start what we call the transformation waves and we're still in the middle of those entering into the third one now. And so it's not a small journey. So this was how we used it and tried to organize and also create this exchange between engaging online or through the tool, but also with each other in these pit stops. Physically for most people together. So what did we learn? Just a couple of to give you some snapshots on some of the insights. So first of all, it is an invitation that also creates engagement. So especially when we when you move people around and you shake things up a bit, then everybody's keen and anxious to understand how they can be part of the conversation, to what degree they can put their mark on it, be heard. And also influence the direction that you're taking. So just being invited to be part of it and also demonstrating through the pit stops and reading back to the organization what we think we heard and what we learned about what they were talking about and what was important to them. So that also builds trust in the leadership team. And we actually had from the first big pit stop, we had three big topics and we had each of the senior vice president. So our senior management team for digital solutions addressing each of these topics head on using quotes and questions that we actually used or saw from the quest. And then there were some insights to where people were on the journey. So if we look to the right, this is just a couple of snapshots if we stand in the upper right corner. So there's something around terminology and wording that was really helpful for us to frame our communication and the way we talked about it. So we had some keywords that we were looking for that we used a lot in framing our own communication. And now it's really small. I don't know if you can even read it, but one of them was collaboration, right? But then when we looked at into the conversational data, then it ended up we could see that people really talking about the changes and the departments and the structure right around that. So just aligning the way we talk about and also through those terms, how we understand what we're looking at was really helpful just to get a better feel for the language. Let's call it that. So what are the words that people are using and what does that say about where they are? You could say mentally. Then there's definitely also something around what are the relevant topics that people are talking about? So what are the needs? How if you look to the lower left so that we could see from the question profile, which is another great thing of the tool, that they're actually really looking for a lot of context specific or the how and the what. The really concrete elements. And I think looking at this from a classical change phase model, my model would tell me that everybody is in the why phase and we have to share the big why and why we're doing this and what it will give us in the future and so on. But what we learned from quest was really that the organization was way ahead of us. And this was one of the aha moments that we and I think had we not done quest, we would have stayed in vision mode for for much longer. But basically the organization was telling us, well, we want to talk. Yes, yes, we buy into it. We love it. Great. Let's move on. Right. So they were ahead of us in the both in the leadership team and in the change team. So really then getting in sync with the organization and then starting to address some of these specific what is that called the specifics of the change. What will it actually look like? How will we go about solving this problem or dealing with this issue or securing this interest of engagement with the business and so on and so on. And then there was definitely something around collaboration. We had a lot of focus on building one big team. And what we learned really early on was that there was actually a very good collaboration profile between the different teams. So we could actually then save some of the energy that we were building up to really talk about not being in silos and working together and being one team and so on. And actually see that the teams were actually collaborating and discussing really well with each other. And maybe it was something else that we needed to put our focus to. So again, really helping us direct or zoom in on where the organization is. So getting in sync with the organization was extremely valuable. And then finally, this probably needs a little bit of narration, but the house model you see here in the upper left. But this was really about, and I think actually you tease for it, Pia, also in the wording for the event here. So do we have a gap adverse culture? It was one of the headlines. And I think investors, we are for sure quite entrepreneurial, pioneering, quite bold. We have quite bold culture. So we're not afraid to step out and be very ambitious and so on. But we also really come from an engineering excellence culture where we want to get things just right. And it has to be world class every time. So that, of course, also fuels a wish or a desire to have all the answers. It's pretty natural when you are in changes, especially as a leadership team. You really want to go out and say, you know, I'm not completely blind or completely dumb. I know where we're going. You can feel safe. And basically that also led us to, of course, say whenever these questions popped up, then it was tempting also to just say, please sit tight. Be patient. Wait for us. We will come back and when we come back, it will be perfect, right? It will be magnificent. We will have all the details for you that you're hoping for. And what we could definitely see then from the data, and this was very much sparked also. And this is where a lot of the qualitative work done by Pia and our friends that implement was also then to look at what's the nature of the comments and where are people really? So that's a qualitative analysis done. So no magic AI there. That was really about. So how it seems like people are actually more open to not getting the full answers. They are already doing it. They already want to be part of it. And we are in it right now where we are talking about these agile transformations, right? Where we are flipping teams from the old way of working and the old way of organizing projects and so on to becoming product teams, which takes some design and some learning and so on. And people are still to this day, even though we have tried to speed it up and embrace the fact that people actually want to be, you could say, in it, even if it's not perfect, even if it's not fully done or fully done. So we learned, we learned to embrace half done, not saying we're taking unnecessary risk, but at least saying we are still learning. We are on the way and that's actually okay. And we can actually speed up the transformation and invite people to be part of it, try it out, feedback to us and so on without anybody pointing fingers at anyone and so on. And that's really extremely powerful, right? To actually unleash that kind of energy instead of having that friction of people waiting and someone else stressing out in an ivory tower or in a basement somewhere waiting to resurface at some point with the magical solution. That then is so written in stone that you just have to sell or coerce or manipulate everybody into believing that that is exactly what we were looking for. So this is definitely was and still is a journey for us, right? We still, we want to be ahead of the curve, but this really reshaped the way we talked about it also in the management team. So the organization was actually ahead of us. They wanted to really dive in and they really wanted to work together to get this done. And that enabled us to really support the organization in a better way when we tried to frame and enable this transformation we were doing. So I think I would pause here because it would be really sad, right? To have a session like this and not have time for questions and answers. So let's get some questions as well. Great. Thank you very much for this story, Morten, on how to use Quest in practice and how to create real value. Some questions are already popping up in the chat. And before we go to the open Q&A, I would love to ask you one question, because I know that to succeed with the Quest, you need strong stakeholder support on the internal lines. You need strong backup, both with regards to setting the scene, having people invite for the quest. That was not only you, but also other important people. And then also to actually ensure that you could reply, that you could promise to act. How did you manage that on the inner lines of West? Does this make sense? Yeah. Hmm. Yes, I think for sure. And it's actually a really, really good point that if you think doing the quest, which is just a sign of actually engaging in a different way with the organization, it's not a shortcut. Let me put it like that. So it actually takes more work than doing it the traditional way. So you really have to be committed to it. And luckily I was fully bought into the philosophy. You're a philosopher, right? So I was bought into the idea and the concept of this. And we had a change team that was really trying to also drive this and put this on the agenda. And most importantly, we had the leadership team buy in and support. So they also bought into, they may not have fully seen the full picture of it, but they were all for transparency. They were all for dialogue. They were all for engaging with the organization. So we also had the buy-in to do it. And then we basically had an engine room of us in the change team also then driving this together with you and Implement and Pia from the quest tool to then feed in. And I think actually managed to collaborate well on also putting this on the table and also putting in these sessions with the management team to really dive into the results and commit upfront to also read back to the organization and actually try to take action on it over a fairly focused period of time right now. So that was eight weeks or something of intense collaboration around it. So there was a good buy-in and there was an engine room. Cool. Because that was actually the second question I wanted to ask. And that was also posted in the chat by Jens. So you said eight weeks, you were actually pretty fast at, you know, replying because when you see that illustration that the organization is ahead of you already, then I imagine that you don't have that much time to actually follow up and get along. How did you manage to speed up giving some answers? I think actually the first way I think we managed to be really get into the mode, the right mode for launching the quest. And then I think actually there was a big temptation to just fall right back into the old ways of thinking and working when we then got the results from the first quest. Then it was like, okay, now I need to go out and have all the answers, right? We went straight back into the old mode. And that actually in the beginning was like, okay, so I need a lot more time to be able to answer this and this and this and address this concern. And this, you know, that would basically be to have the full strategy of the full organization, everything in place. So we had to remind ourselves that it was okay to go out and just a co reflect, even if you're a senior vice president and want to have all the answers. So, so actually just recommitting to also being in process and being transparent about that's a really good question. And a, I don't have the answer and b, maybe we don't need to know the answer for this question at this point in the process and then be transparent and open about that. So once we kind of unlocked that, it was also easier to then just reflect and come back straight away. That's interesting. Thank you for sharing that. And I think let's just give you now a few minutes to write your questions in the chat. That might be questions specifically addressed for Morten, questions addressed for Pia or questions addressed for Henrik. And we'll read along in the chat and let's see what comes up, who wants to start. At least Pia, I think there were a nice one of about whether you had the idea for one specific question to spark the conversation. Let's just give people a few minutes to write in questions before we reply to them. We've replied to them. Can I start with asking a question even? Yes. Because I think maybe it links to Josefine's questions as well. And maybe it goes to both Pia and Morten. When you embark on this type of open engagement with the organization, I would imagine that there's concerns in the leadership team and it takes a little bit of courage to kind of ask questions. Because then, as you said in the beginning, you also promise to act. If you, you know, at least it creates the expectations in the organization that you will actually use the insights to something. And I guess it takes a little bit of courage for a leadership team to kind of lean in in that way instead of just doing the, you know, ordinary analysis and then come up with a solution. So how do we address that concern or, you know, create that courage in the leadership team? Was that a challenge in Westers? And what do you see in general? What is kind of the trick? Or is it other concerns that you need to kind of be aware of in the beginning of such a project? Is it okay as that Morten? Yes, it is. I think you're spot on, you know, I realized at some point that courage, but also maturity is extremely important because you need to be able, as Morten also mentioned, you need to be able to, to be okay with the fact that you don't know all the answers. And that typically is easier, you know, the more experience you have. In Vestas' case, what I really, what blew my mind was to see how the sponsor team used each other. So it was, from my point of view, it was obvious that because there were three of them, all experienced, all very mature, all, you know, both, as you mentioned too, Morten. But being able to tap into each other's power and use each other was extremely useful, I think. But maybe you have another perspective on that, Morten. Yes. And I actually think probably our case here is we were lucky, so to speak. So actually, so that we did not have to spend a lot of time convincing them to do this. Or so I think also they, they put some trust in the recommendation from us as a team. Some had seen some of the, or been impacted by some of the pilot work we did several, probably a couple of years before this. So in the very early days. So, so I'm not sure I can offer a lot of advice on how to convince a leadership team if they're not already convinced. Thank you for, for those replies. I also see some questions, Morten, in the chat for, for you, regarding any concerns that you had prior to using the Quest. Was there something that you thought about, hmm, will this work? I think the biggest challenge is, is basically that, especially, especially when we, for some of the other changes that we do, or many of the changes we do, we are, we are in the middle of a bunch of changes, right? So the capacity, the headspace, or the mental capacity of many of the participants when we want to use something like this, is already low or challenged. So we use a lot of energy in being in these changes, especially when we're directly impacted by them. And when you introduce something like this, at least the tooling itself, so it is a web-based platform, you have to understand this relay thing. And why can't I just ask a question, but I have to reply to one first? And, you know, these, so the, the, the barrier of, of just the platform and the way of doing it is a small change in itself. And, that was a big concern for me going in, and it is a challenge. And so you get a lot of great benefits, but it's also an investment capacity wise, mentally for people to lean in and understand how to use this and so on. With that being said, it is quite intuitive. So once you actually do it or lean into it, it's not like it's, it's difficult. You don't need a, we, you, we don't roll out training to, to understand how to use the platform. It's pretty straightforward and simple, but at the same time, it is still a mental barrier to then lean into what's this now? Why don't you just send me a survey? Yeah. Thank you. And just to address Cara, your question on very basically, how does it work? You know, uh, modern prepare with the sponsors, a video and a text to invite people in. So they get an email or you show that at an event, then they get an email where they can, uh, ask their first question. You need to address it to somebody in the organization. You cannot just give it out openly. Uh, so I, for example, send a question to, uh, to Morton via my computer or my phone. So that's the way that the data is captured. Uh, the conversational data, the questions, the networks you saw. Um, and then if you get a question, you can of course reply. And if you reply, you can ask another question. So that's, that's basically how it works. Just to explain that. Uh, any other questions that we saw, uh, who could actually appear? There were this question that I thought you should have, have the chance to reply to. Because there were a question regarding whether there were, you had sort of one good question to spark the conversation in a leadership group, whether you could come up with one. You know, part of, uh, democratizing the power of questions is that I believe, uh, I believe in the diversity of questions. I believe, uh, that the more people ask questions, the more, um, fruitful, uh, conversation we'll be able to have. Um, so I don't have, uh, one question, but I pay a lot of attention to the questions the leadership teams are asking themselves to, to figure out part of what you were saying. And like, uh, if this team, if Quest is relevant for this team, because if it's not, if they are not asking themselves, uh, questions about the questions Morten, uh, were sharing in the beginning of his session. If they are not asking themselves these questions, how can we engage people in this conversation? How can we listen more carefully and adapt the things we're doing to the conversations and the needs the organization is having? If they're not asking themselves these questions, they should not use Quest. Um, so, so, so rather than asking one question to them, I listen to what are the questions they're asking themselves in order to determine whether this is the right tool. But I think there's a question also in the chat that's interesting on combining Quest with other tools. with Glint, for instance. Um, but you had. No, it's just, I normally have two questions that I ask these leadership teams. One is, so what is, what are you generally most curious about? Question mark. The other one is, what's the conversation that we are not having? Yeah. Yeah. What are they not talking about? Or maybe we think they don't talk about it, but, but generally in this change, what do we need to start talking about that we're not talking about today? Yes. And, and that, that conversation in a leadership team about what are we not talking about is actually super interesting to ask them because you get insights both about, you know, where they think the organization is, where they need to go and, and, and that. And that, so, so that's, that question I liked normally to ask, what is the conversation we are not having at the moment? But, but combining Glint and Quest, what are your take on that? I was just curious to hear Morten, because I don't have a lot of experience with that. And I don't know what it looks like from the company perspective. Yeah. I think what's, what's really interesting is it becomes very clear when you use these two approaches, you know, close to each other, it also becomes very clear what the difference is. Right. So that it really is sort of a flipped survey, the Quest approach, right? So the Glint is much more close, right? So we choose the questions upfront. So we've all already framed and narrowed in the conversation. And, and it's much more, you could say, output driven on a scale from so on. So, or, you know, then you get, okay. Okay. So the organization is 3.2 on this, right. But it, it, it only gives you so much information, right? But the, the positive things for us is that that's how we do our normal pulse or employee engagement surveys. And it was natural for us then to get this data and also get the, you could say the insights as to where we have people that might or might not be, be fully landed in their new seats, what managers then to follow up with and so on. So, and we need the ability to follow up directly. Also, you could say that we micro targeted to say, okay, where do we actually have gaps and where do we need to, to react? So it's a completely different mode, but it gives you something else. And I think there's a time and a place for, for both modes, depending on what your, what your goal outcome needs to be. Thank you for that. And we're approaching, yeah, Henrik. Yes, because I thought it would be, I know I get problems with daughter Hove if, if we don't get her question. So maybe we could do it as a final, really speedy wrap up. So the one sentence from maybe all four of us, what is your most important advice on driving change or using quest? So maybe starting with Morten, then the two of us and then even ends. Ooh, on driving change, then I think I'll just take the second half of the question. So if you're about considering starting with quest, I think my best advice would be to actually start small and try it out. Right. So, so don't go too big, just start small and try it out. Nice. Oh, I agree with Morten. And then I really, and you mentioned it Morten, the idea of using signup quest, I think is a really nice way that you actually invite people to voluntarily sign up for a topic they care about. Because the conversation, if people don't care about, it's not a conversation that's interesting. So mine will be keep on being curious all the way, not just in the beginning. Keep on being curious. Ibn. And to wrap it up, I would say that I think that you should consider whether you are ready for daring and whether you are ready for actually acting upon this, because if not, then this is not the right approach to use. But if, if you are ready, then it's a really cool way to go, I think. So with that said, I think time is about to be up and we're thankful for you leaning in, being curious together with us, hopefully also being inspired by this case, the tool. If you are curious to learn more, please reach out to a peer, Henrik or I, we're always ready for a cup of coffee or a chat on, on how to drive change and transformations that's close to our hearts. And thank you very much Morten also for joining us today and telling us this great story. I think that's it for us. Have a nice rest of the day. And we might see you at some point. Thank you. Thank you.