To develop a learning organization, a shared vision is essential according to Peter Senge in his book the fifth discipline. A shared vision is the larger than life element everyone involved fights for. Without a firm vision, an hr specialist, an internal academy and external trainers. Left right and center ib company communication, it’s hard to believe a employee-centric learning organization exists.
It’s a well established fact that learning organizations out sell and grow their competitors, several times over. Still the majority of Marketing agencies in Norway and their international network and partners are far from being learning organizations. And to paraphrase Peter Senge. Developing and maintaining a learning organization is a management challenge well beyond the realms for most managers.
However in the 21 century we have had Covid, Tik -Tok and AI, in the last 4 years. Can an organization, any organization, survive and thrive competitively without being at the forefront of such structural changes. Thus thereby adapting an employee-centric and learning organization.
The term “employee-centric” refers to a business approach or corporate culture that places a high emphasis on the well-being, development, and engagement of employees. In an employee-centric company, significant value is placed on employees as key stakeholders, and their happiness, satisfaction, and empowerment are seen as integral to the success of the organization. (Ramchandani & Singh,2020)
An employee-centric approach often leads to a work environment that prioritizes employee needs, values their contributions, and actively seeks their input and feedback. This can include providing a positive work-life balance, opportunities for growth and development, a supportive and inclusive workplace culture, and ensuring their health and well-being are taken care of.
This approach is based on the understanding that when employees feel valued and supported, they are more likely to be productive, loyal, and motivated, which in turn benefits the company in terms of higher productivity, improved quality of work, better customer service, and lower employee turnover.
In the competitive landscape of global business, companies like McKinsey & Company, WPP, Keller Williams, Deloitte, PwC, Skadden, Arps, Slate, Meagher & Flom LLP, Dentsu, and Boston Consulting Group (BCG) stand out not just for their industry-leading services but also for their commitment to an employee-centric approach.
At the heart of their success is a significant investment in employee development. These companies are lauded for their extensive training programs, offering ample mentorship opportunities and clear pathways for career advancement. Such initiatives reflect a dedication to the growth and advancement of their workforce. Alongside these are competitive compensation and benefits packages, including robust health insurance, retirement plans, and wellness programs, underscoring a focus on the financial and personal well-being of their employees.
The workplace culture within McKinsey, WPP, Keller Williams, Deloitte, PwC, Skadden, Dentsu, and BCG is also a key factor. These firms foster environments that champion collaboration, innovation, and excellence, and they place a high value on feedback and continuous improvement, further showing their respect for each employee’s voice and contributions.
Furthermore, their strong stance on diversity and inclusion policies signifies a commitment to creating a respectful and inclusive workplace for individuals from varied backgrounds and perspectives. Regular measures to enhance employee engagement and satisfaction, alongside the adoption of flexible working arrangements, reflect an understanding of and respect for the balance between professional and personal life.
Leadership in these organizations is often characterized as supportive and approachable, with management practices that encourage open communication and feedback. Additionally, the investment in state-of-the-art work environments equipped with the latest tools and technologies aids in creating an effective and efficient workspace.
This market assessment aims to explore how Norwegian Marketing agencies integrate employee-centric philosophies into their day-to-day operations, creating a blueprint for success that balances industry leadership with a deep commitment to their employees’ well-being and professional growth.
We wanted to see how Norwegian Marketing Agencies are organized for organic growth. We want to see how they organize HR. And we want to dive into their internal academies and external development programs. To find whos better at employee and management development and thus has the better organizational prerequisite for organic growth.
If an organization is employee-centric, it is always visible. It permeates the culture and communication. If one is the best at developing and training employees, then it becomes a selling point in recruitment and employer branding. It becomes apparent. And all the companies that are the best at service sales in the world are employee-centric. And everyone has heard of them.
This is not a peer-reviewed article, nor are we seeking publications in research journals. Therefore, we have chosen to focus on quantitative data, largely due to the research question. We want to see what the different actors are doing and how they communicate it. We are looking at websites, Instagram profiles, Facebook pages, and LinkedIn profiles.
Human resource management (HRM) strategies focus on actively advancing and improving an organization’s workforce with the long-term goal of improving the organization itself. (Kenton, 2023) The lack of HRM will therefore have a negative effect on an organization’s ability to develop their workforce and set realistic long-term goals for growth.
Corporate academies are an emerging trend in employee training, and they are reinventing the way that companies approach learning and development. A corporate academy is a learning institution created by a company to provide training and development opportunities to its employees. These academies are designed to enhance the skills and knowledge of employees, prepare them for future roles within the company, and create a learning culture that promotes continuous improvement. (Begum, 2023) The lack of such academies will hamper any organization’s potential for growth, individually and collectively.
External development: Managers today recognize the importance of continuous learning and professional development to stay competitive. While internal training plays a vital role, external training offers a unique avenue for employees to broaden their horizons, gain new perspectives, and acquire specialized knowledge. (Suprabha, 2023) Access to new ideas, new thinking, and empiric data can be crucial in highly competitive environments.
Preliminary assumption: Any statement regarding organic growth, customer journeys, increases sales, preferred provider, or marketing in general. Must be followed by concrete actions to make it happen. HR is key to ensuring any such activities can be designed and implemented. Secondly, some sort of internal academy focusing on subjects in marketing, sales, and technology is a basic need. And lastly, external training and development is important to make sure syllabus and techniques are at the necessary level at all times. And for the culture to be employee-centric, the presence of all three must be flagged and promoted. Employee-centric is a base point for any company’s employer branding, if nowhere else.
Conditions: We are looking for in-house HR. We are looking for internal academies in marketing, sales, tech, and growth-related subjects. We are looking for external training and education that includes the entire organization.
An employer-centric organization is a prerequisite for organic growth. And an employer-centric organization will highlight all its efforts to empower its employees. So if our research subjects do some sort of internal training, which many do. Or hire external trainers once in a while. which many also do. Wíthout highlighting it and utilizing it for employer branding. Such organizations are by default not employer-centric and therefore not rigged for organic growth.
Vision/mission: “We are advisors, storytellers, brand experts, designers, digital developers, specialists, and marketers. We are our clients’ tailor-made marketing department.” (A2N, 2023)
A2N Digitalbyrå currently has no visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (A2N, 2023)
A2N Digitalbyrå currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. ((A2N, 2023)
A2N Digitalbyrå currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (A2N, 2023)
There is no indication that A2N Digitalbyrå focuses on organic growth through HR training and employee development.
Vision/mission: “Professional expertise, hands-on involvement, and a strong commitment to creating growth in a friendly and clear form of collaboration. That’s us. But everything we do is about you.” (Amidays, 2023)
Amidays currently has no digital visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Amidays, 2023)
Amidays currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Amidays, 2023)
Amidays currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Amidays, 2023)
There is no indication that Amidays focuses on organic growth through HR, training and employee development.
Vision/mission:”We believe that creativity can solve business problems and aim to develop communication and solutions that make a difference for our customers.” (Atyp, 2023)
Atyp currently has no digital visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Atyp, 2023)
Atyp currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Atyp, 2023)
Atyp currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Atyp, 2023)
There is no indication that Atyp focuses on organic growth through HR training and employee development.
Vision/mission: “Innholdet vi lager blir sett av millioner av mennesker årlig, og gir oss en mulighet til å gjøre en sann forskjell. I arbeidet med AVIA vil vi jobbe for å skape resultater for deg, og samtidig jobbe med ideer som etterlater positive assosiasjoner til dere som avsender. Vi tror fremtidens vinnere er bedrifter som evner å kombinere lønnsomhet med positiv påvirkning.” (Avia, 24)
Ævia currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Avia, 24)
Ævia currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Avia, 24)
Ævia currently does not digitally visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Avia, 24)
There is no indication that Ævia focuses on organic growth through HR training and employee development.
Vision/mission: “We help you with analysis, insight, digital marketing, marketing automation, websites, consulting, design, strategy and content – in other words, we are a multidisciplinary team that delivers everything!.” (Bas, 23)
Bas currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Bas, 23)
Bas currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bas, 23)
Bas currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bas, 23)
There is no indication that BAS focuses on organic growth through HR training and employee development.
Vision/mission: “BLEED is restless, intuitive, and contemplative. We definitely question convention and the very definition of design. Although always thinking—more importantly, we are always doing. Representing a mix of cultures and disciplines, we continue to blur design, art, and technology to create compelling products, services and experiences for our clients.” (Bleed, 23)
BLEED currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Bleed, 23)
Bleed currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bleed, 23)
Bleed currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bleed, 23)
There is no indication that BLEED focuses on organic growth through HR training and employee development. .
Vision/mission: “We’re passionate about design. And we love solving problems and challenges. We use design as an instrument and a tool to achieve improvements. Our goal is to create strong and engaging identities and brands that add value for our customers. And their customers.” (Bly, 23)
Bly currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Bly, 23)
Bly currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bly, 23)
Bly currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Bly, 23)
There is no indication that Bly focuses on organic growth through HR training and employee development.
Vision/mission: “We offer a full creative service, from insights and strategy to distinct design concepts, for all industries, formats and channels.” (Bold, 2023)
You can read about NOA in international franchises in Norway
Vision/mission: “The most important thing we do is to understand our customers and their target groups. We do this with strategies, innovation and technology based on deep insights about people.” (Carat, 23)
You can read about dentsu in international franchises in Norway
Vision/mision: “We’re an advertising agency that pride ourselves on getting sh*t done. We make ads and content that move goods, people and audiences. In other words, we motivate change, and for your brand to maximize its potential. (Centerteam, 2024)
Centerteam currently has an HR manager and has the expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Centerteam, 2024)
Centerteam currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Centerteam, 2024)
Centerteam currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Centerteam, 2024)
There is no indication that Centerteam focuses on organic growth through HR training and employee development.
Vision/mission: “We are a dynamic, Oslo-based content marketing agency. We like sharp wording and shoe tips, brilliant content and results. With a team of experienced journalists, strategists and concept developers, we know how your brand can grow and gain market share through engagement, community and conversation.” (Chili media , 2024)
Chili Media currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Chili media , 2024)
Chili Media currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Chili media , 2024)
Chili Medi currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Chili media , 2024)
There is no indication that Chili Media focuses on organic growth through HR training and employee development.
Vision/mission: “We are a full-service media house that shapes the success of Norwegian brands. By delivering end-to-end media solutions, we capture attention and achieve valuable results.” (Clay, 2024)
Clay currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Clay, 2024)
Clay currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Clay, 2024)
Clay currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Clay, 2024)
There is no indication that Clay focuses on organic growth through HR training and employee development.
Vision/mission: “Customers come to us for many reasons. Some want to send out newsletters or start automated processes. Others want advertising and performance marketing. We create content and campaigns – creating strategies and designs.
We get you new customers and nurture your old ones. In short: if you have a marketing challenge, we have great people ready to solve it.” (Cognito, 2024)
Cognito currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Cognito, 2024)
Cognito currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Cognito, 2024)
Cognito currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Cognito, 2024)
There is no indication that Cognito focuses on organic growth through HR training and employee development.
Vision/mission: “Our mission is to help businesses integrate and analyze data so that they become more capable of translating data and information into more effective marketing efforts and better marketing decisions.” (CPM Analytics, 2024)
CPM Analytics currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (CPM Analytics, 2024)
CPM Analytics currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (CPM Analytics, 2024)
CPM Analytics currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (CPM Analytics, 2024)
There is no indication that A2N Digitalbyrå focuses on organic growth through HR training and employee development.
Vision/mission: “In short, we are creative technologists who love what we do and are passionate about delivering great long-term digital solutions.” (Dekode, 2024)
You can read about Nova Consulting Group in international franchises in Norway
Vision/mission: “We create new growth by elevating the human experience–with connected ideas, technology and talent, in a way that only Deloitte can. Why? To shape a better future for every single one of us.” (Deloitte, 2024)
You can read about Deloitte in international franchises in Norway
Vision/mission: “RED dentsu X is one of Norway’s most recognized creative media agencies. We work with some of the country’s biggest brands and have been awarded several top positions in the Agency of the Year awards. RED dentsu X combines media, data, performance marketing and content marketing to create long-term and sustainable solutions for our partners.” (dentsu x, 2024)
You can read about dentsu and international franchises in Norway
Vision/mission: “We believe the world needs rethinking. EGGS’ purpose, Let’s Craft Lovable Futures, describes the positive social, environmental, and economic impact we wish our work to gain. Our three missions translate how we want to reach our visions into actionable deliveries and focus our efforts on our projects.” (Eggs design, 2024)
EGGS Design has several HR managers and are therefore able to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Eggs design, 2024)
EGGS Design currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eggs design, 2024)
EGGS Design currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Eggs design, 2024)
There is no indication that EGGS Designs focuses on organic growth through HR, training and employee development.
Vision/mission: “We develop strategies and concepts, produce content for all platforms and manage social media accounts. We help companies succeed with recruitment (employer branding). SoMe workshops and courses are also something we do a lot of.” (Elg, 2024)
Elg currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Elg, 2024)
Elg currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Elg, 2024)
Elg currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Elg, 2024)
There is no indication that Elg focuses on organic growth through HR, training and employee development.
Vision/mission: “Our people are the heart of our breakthrough mission. Our culture of continuous learning helps them grow and maximize their potential.” (EssenceMediaCom, 2024)
You can read about Essence MediaCom in international franchises in Norway
Vision/mission: “Our consultants have a strong focus on strategy, analysis and value creation for our customers. We are transparent, open and all our customers should have full control over the impact of the collaboration.” (Evolve, 2024)
Evolve currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Evolve, 2024)
Evolve currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Evolve, 2024)
Evolve currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Evolve, 2024)
There is no indication that Evolve focuses on organic growth through HR, training and employee development.
Vision/mission: “No one can call themselves a social media expert. Alone. That’s why we work in teams with people who have expertise in their own fields, and who together see the big picture.” (Face First, 2024)
Face First currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Face First, 2024)
Face First currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Face First, 2024)
Face First currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Face First, 2024)
There is no indication that Face First focuses on organic growth through HR, training and employee development.
Vision/mission: “At the same time, we hope to have the opportunity to challenge you back. Approaching issues from unfamiliar angles gives us the opportunity to explore and make your business, product or service more competitive.” (Foll Reklamebyrå, 2024)
Foll Reklamebyrå currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Foll Reklamebyrå, 2024)
Foll Reklamebyrå currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Foll Reklamebyrå, 2024)
Foll Reklamebyrå currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Foll Reklamebyrå, 2024)
There is no indication that Foll Reklamebyrå focuses on organic growth through HR, training and employee development.
Vision/mission: “We’ve brought together different people who know different things. We’re not just creative and crazy, but an experienced team that always works from a strategic perspective.” (Færd, 2024)
Færd currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Færd, 2024)
Færd currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Færd, 2024)
Færd currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Færd, 2024)
There is no indication that Færd focuses on organic growth through HR, training and employee development.
Vision/mission: We have been doing this for 10+ years, which gives us the experience needed when you hand over a complex brief.You work directly with the experts involved in your project. Faster process, lower invoices, and no misunderstandings that get lost in translation.We understand how people utilize the internet and have the courage to ask the right questions to ensure the success of your business in the digital landscape.” (Good Morning, 2024)
Good Morning currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Good Morning , 2024)
Good Morning currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture.(Good Morning , 2024)
Good Morning currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Good Morning , 2024)
There is no indication that God Morning focuses on organic growth through HR, training and employee development.
Vision/mission: “We are so much more than an event agency. We are a creative house with expertise at all ends. Unique people who create unique experiences, for those who dare to invest and create vibrant moments that take the audience’s breath away. We are there to tell our customers’ stories, because an event is more or less a “reason to speak”, and when the customer doesn’t have the words to tell the story, we come in and create the story.” (Gyro, 2024)
You can read about Liwlig in international franchises in Norway
Vision/mission: “Heydays is a design studio creating brands and digital products speaking to both heart and mind.” (Heydays, 2024)
You can read about ARC Group in international franchises in Norway
Vision/mission: “Whether you are selling or buying a property, need a valuation, or require assistance with rental activities, projects, or commercial brokering, Aktiv Eiendomsmegling has the expertise you need. We are an advisor you can trust.” (Horn Media Group, 2024)
Horn Media Group currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Horn Media Group, 2024)
Horn Media Group currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Horn Media Group, 2024)
Horn Media Group currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Horn Media Group, 2024)
There is no indication that Horn Media Group focuses on organic growth through HR, training and employee development.
Vision/mission: “At Hyper, you’ll meet a bunch of awesome and dedicated creators, designers, content advisors, strategic advisors and project managers. We also always serve freshly baked goods in customer meetings. “Digg, huh?.” (Hyper, 2024)
Hyper currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Hyper, 2024)
Hyper currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Hyper, 2024)
Hyper currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Hyper, 2024)
There is no indication that Hyper focuses on organic growth through HR, training and employee development.
Vision/mission: “Involve is an agency with a holistic approach to communication. The agency was established in 1995 and provides services in several areas of expertise: strategy, PR, advertising, design, social media, graphic consulting and communication, as well as a wide range of digital services and e-commerce. We are over 45 communication professionals who share a simple philosophy: The best way to create relationships with a product or service is to involve and engage the target audience. Thus, we are: Involve!” (Involve, 2024)
You can read about HAVAS in international franchises in Norway
Vision/mission: “Do you want to work with friendly and skilled people who know B2B communication? Then Iteo is the place you want to be. We help you develop the best messages and find the best way to reach your goals and target groups. Below you can see who works at Iteo, and further down you can read more about us.” (Iteo, 2024)
Iteo currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Iteo, 2024)
Iteo currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Iteo, 2024)
Iteo currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Iteo, 2024)
There is no indication that Iteo focuses on organic growth through HR, training and employee development.
Vision/mission: Our unique understanding of the intersection of culture, content, data, and technology powers how we build brands out of every moment of connection.” (Iprospect, 2024)
You can read about dentsu in international franchises in Norway
Vision/mission: “At JCP, we have been creating results for our clients for over 20 years through advertising, events, experiences, content and PR. With this toolbox and our vision of being “The Fun Place for Brave Thinking”, we are constantly reaching new goals for our customers and ourselves.” (JCP, 2024)
JCP currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (JCP, 2024)
JCP currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (JCP, 2024)
JCP currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (JCP, 2024)
There is no indication that JCP focuses on organic growth through HR, training and employee development.
Journey is a full-service digital agency made up of 50 bright minds in Norway and Sweden. We’re creative, data-driven and results-oriented – and we help you grow. (Journey Agency, 2024)
Journey Agency currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Journey Agency, 2024)
Journey Agency currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Journey Agency, 2024)
Journey Agency currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Journey Agency, 2024)
There is no indication that Journey Agency focuses on organic growth through HR, training and employee development.
Vision/mission: “Redefine the world’s perception of branding” (Kind, 2024)
Kind currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Kind, 2024)
Kind currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Kind, 2024)
Kind currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Kind, 2024)
There is no indication that Kind focuses on organic growth through HR, training and employee development.
Vision/mission: “In an increasingly fast-paced world, we help our customers stay relevant, agile and profitable. We drive meaningful transformation, contributing continuously and effectively to the design and realization of innovative services. We call it; Think, Make, Shift..” (Knowit, 2024)
You can read about Knowit Consulting in international franchises in Norway
Vision/mission: “We help brands and advertisers with positioning, creative concepts and the right placement. Our mission is to make sure that as many people as possible want to find out more about what you care about, and convert as much of that attention into action as possible.” (ko&co, 2024)
Ko&Co currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (ko&co, 2024)
Ko&Co currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (ko&co, 2024)
Ko&Co currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (ko&co, 2024)
There is no indication that Ko & CO focuses on organic growth through HR, training and employee development.
Vision/mission: “LudensGruppen is a communications and technology company with a passion for branding and effective communication.” (Ludensgruppen, 2024)
Lundensgruppen currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Ludensgruppen, 2024)
Lundensgruppen currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Ludensgruppen, 2024)
Lundensgruppen currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Ludensgruppen, 2024)
There is no indication that Lundensgruppen focuses on organic growth through HR, training and employee development.
Vision/mission: “Our ability to handle demanding and complex assignments in a flexible, cost-effective and creative way is central to our everyday work. That’s why we place great emphasis on ensuring that our employees have the skills and knowledge that will contribute to profitability for our customers.
We are experts in creating engaging content that reaches the right target group. We believe that a good marketing strategy is the result of performance marketing and creative content production.” (M51, 2024)
M51 currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (M51, 2024)
M51 currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (M51, 2024)
M51 currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (M51, 2024)
There is no indication that M51 focuses on organic growth through HR, training and employee development.
Vision/mission: “Maskinen is a strategic and creative communications agency that translates business strategy into engaging storytelling.” (Maskinen, 2024)
Maskinen currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Maskinen, 2024)
Maskinen currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Maskinen, 2024)
Maskinen currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Maskinen, 2024)
There is no indication that Maskinen focuses on organic growth through HR, training and employee development.
Vision/mission: “Schedule a meeting with us, get a strategic summary and input – free of charge.” (Mediaperformance, 2024)
Media Performance currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. ((Mediaperformance, 2024)
Media Performance currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Mediaperformance, 2024)
Media Performance currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Mediaperformance, 2024)
There is no indication that Media Performance focuses on organic growth through HR, training and employee development.
Vision/mission: “Whether it’s creative concepts for a campaign, storytelling, or designing great user experiences. Creative problem solving is not a single discipline, but the backbone of everything we do.”(Metro Branding, 2024)
Metro Branding currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Metro Branding, 2024)
Metro Branding currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Metro Branding, 2024)
Metro Branding currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Metro Branding, 2024)
There is no indication that Metro Branding focuses on organic growth through HR, training and employee development.
Vision/mission: “We have the knowledge, technology and people to create growth and results. We work consultatively and strategically with branding and communication, both with campaigns and individual assignments. As a media and communications agency, we ensure that the right content gets to the right place at the right time, so that your brand remains relevant to your customers. Everything we do is based on insight and we measure its impact, so we can do more of what we know works and less of what doesn’t. “(Mindshare, 2024)
You can read about Mindshare in international franchises in Norway
Vision/mission: “Mission consists of a team of strategists and designers, people who think and act and have a passion for solving customers’ problems.” (Mission, 2024)
Mission currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Mission, 2024)
Mission currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Mission, 2024)
Mission currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Mission, 2024)
There is no indication that Mission focuses on organic growth through HR, training and employee development.
Vision/mission: “As a brand, you’re fighting for valuable mental territory in the minds of your customers. You should own a place in their minds so they think of you the next time they need what you offer. At Morgenstern, we believe this is best done through creative advertising. Advertising that is distinct, and uniquely yours. Our job is to help you earn attention and create mental territory. Quite simply – help you sell. Since 2016, we’ve been helping our clients do just that. In just a few years, this has made Morgenstern one of the industry’s most reputable, award-winning and profitable advertising agencies.” (Morgenstern, 2024)
Morgenstern currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Morgenstern, 2024)
Morgenstern currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Morgenstern, 2024)
Morgenstern currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Morgenstern, 2024)
There is no indication that Morgenstern focuses on organic growth through HR, training and employee development.
Vision/mission: “Do you have a problem that needs solving? We can help you. We don’t scratch the surface. We get to the bottom together and come back up with a shared plan. That’s how we turn your problem into a world-leading service.” (Netlife, 2024)
Netlife currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Netlife, 2024)
Netlife currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Netlife, 2024)
Netlife currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Netlife, 2024)
There is no indication that Netlife focuses on organic growth through HR, training and employee development.
Vision/mission: “We like to think of ourselves as a powerhouse for all types of digital growth. Our multidisciplinary teams work in partnership with customers to find new ways to create sustainable and business-oriented digital solutions. Combined with innovation, personal commitment and a clear business value, this results in solid digital platforms, e-commerce solutions, data-driven products and services, websites and apps we’re proud of.” (Noa Ignite, 2024)
You can read about NOA and international franchises in Norway
Vision/mission: “We are a leading advertising agency in Norway, with people in creativity, strategy, design and social media.” (Nord DBB, 2024)
Nord DBB currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Nord DBB, 2024)
Nord DBB currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nord DBB, 2024)
Nord DBB currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nord DBB, 2024)
There is no indication that Nord DBB focuses on organic growth through HR, training and employee development.
Vision/mission: “We’re a bunch of people who have a ridiculously good time at work, and what we all have in common is that we love designing services that make a difference.” (Northern Beat , 2024)
Northern Beat currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Northern Beat , 2024)
Northern Beat currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Northern Beat , 2024)
Northern Beat currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Northern Beat , 2024)
There is no indication that Northern Beat focuses on organic growth through HR, training and employee development.
Vision/mission: “We are Nucleus – we help you build trust, influence and sell through great communication and marketing.” (Nucleus, 2024)
Nucleus currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Nucleus, 2024)
Nucleus currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nucleus, 2024)
Nucleus currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nucleus, 2024)
There is no indication that Nucleus focuses on organic growth through HR, training and employee development.
Vision/mission: “We can’t promise you gold and green forests. But we can promise you that we will always follow our guiding principle: We will simplify the complex and make it understandable and achievable for you as a customer. This means that you get a team with strong professional expertise, good resources and tools, clear processes and a solid structure. We can also promise you a team that is not afraid to challenge to create momentum and growth, be innovative and deliver good and unique solutions to your communication challenges.” (NXT, 2024)
NXT currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (NXT, 2024)
NXT currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (NXT, 2024)
NXT currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (NXT, 2024)
There is no indication that NXT focuses on organic growth through HR, training and employee development.
Vision/mission: “From our offices in Mjøndalen and Sigdal, we work with everything from local businesses to international companies. We don’t always pull the solution out of the hat at the first meeting, but we can promise you that NYG has many aces up its sleeve. After all, we’re a creative bunch who build strong brands. You know, really good stuff.” (Nyg, 2024)
Nyg currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Nyg, 2024)
Nyg currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nyg, 2024)
Nyg currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Nyg, 2024)
There is no indication that Nyg focuses on organic growth through HR, training and employee development.
Vision/mission: “Our unique combination of consultants, developers, analysts and creators make up the Nordic region’s largest and most experienced professional environment within CRM, customer journeys, loyalty programs and MarTech. Oculos consists of this talented group of people who work together to realize the potential of personalized communication. We love being challenged by our customers. And we’re constantly trying to innovate to challenge our customers back.” (Oculos , 2024)
Oculos currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Oculos , 2024)
Oculos currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Oculos , 2024)
Oculos currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture.(Oculos , 2024)
There is no indication that Oculos focuses on organic growth through HR, training and employee development.
Vision/mission: “Oh My is a creative partner with the power to act. We bring brands, ideas and change to life. Our recipe is equal parts creative craftsmanship and business focus. And with that combination, we help clients across the Nordic region with everything from communication concepts and innovation management, to web and branding.” (Oh mY , 2024)
You can read about People People People in international franchises in Norway
Vision/mission: “No one can be an expert on everything, but together we come pretty close. Here you’ll find some of the industry’s brightest minds.” (Optimal , 2024)
Optimal currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Optimal , 2024)
Optimal currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Optimal , 2024)
Optimal currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Optimal , 2024)
There is no indication that Optimal focuses on organic growth through HR, training and employee development.
Vision/mission: “Oslo Reklamebyrå is structured as a film production company. This means that we consist of a mix of permanent, part-time and project employees. Below is an overview of the people who work most frequently for us.” (Oslo Reklamebyrå, 2024)
Oslo Reklamebyrå currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Oslo Reklamebyrå, 2024)
Oslo Reklamebyrå currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Oslo Reklamebyrå, 2024)
Oslo Reklamebyrå currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Oslo Reklamebyrå, 2024)
There is no indication that Oslo Reklamebyrå focuses on organic growth through HR, training and employee development.
Vision/mission: “That’s why insight is crucial in our work. Many people focus on who should care, i.e. their target group, but many take too lightly what these people actually care about. Because they are people. Not a group, a segment, GRP or TRP.” (Per Høj, 2024)
Per Høj currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Per Høj, 2024)
Per Høj currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Per Høj, 2024)
Per Høj currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Per Høj, 2024)
There is no indication that Per Høj focuses on organic growth through HR, training and employee development.
Vision/mission: “We are a growth-focused media agency driven by innovation and creativity.” (PHD, 2024)
You can read about PHD in international franchises in Norway
Vision/mission: “We are a forward-thinking, curious and committed team of strategists, copywriters, designers and developers. We are professionally strong in all disciplines, and our interdisciplinary approach means that we deliver solutions and concepts that enrich your brand .” (Picapoint, 2024)
Picapoint currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Picapoint, 2024)
Picapoint currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Picapoint, 2024)
Picapoint currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Picapoint, 2024)
There is no indication that Picapoint focuses on organic growth through HR, training and employee development.
Vision/mission: Playroom delivers everything you need for events, all under one roof. As part of the Fremantle family, one of the world’s largest and most successful content houses, we bring unique expertise to the table. We’re committed to empowering new ideas. For us, great content production is key to creating meaningful and engaging experiences for our clients and their participants. Our team prides itself on creating great meeting places for innovation and collaboration. (Playroom, 2024)
Playroom currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Playroom, 2024)
Playroom currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Playroom, 2024)
Playroom currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Playroom, 2024)
There is no indication that Playroom focuses on organic growth through HR, training and employee development.
Vision/mission: “The agency that was started with a vision of always being able to catch the ball, preferably with one hand, but sometimes two. For peace of mind. We aim to convert everything thrown at us into communication that engages, starts conversations and provokes action.” (Pol, 2024)
Pol currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Pol, 2024)
Pol currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Pol, 2024)
Pol currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Pol, 2024)
There is no indication that Pol focuses on organic growth through HR, training and employee development.
Vision/mission: “A well-told story moves. It moves people, it moves brands and it moves sales. The winners are those who are able to tell stories that make a positive difference in the lives of their target audience and differentiate them from their competitors.” (PR operatørene, 2024)
PR operatørene currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (PR operatørene, 2024)
PR operatørene currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (PR operatørene, 2024)
PR operatørene currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (PR operatørene, 2024)
There is no indication that PR operatørene focuses on organic growth through HR, training and employee development.
Vision/mission: “At Publicis, we organize ourselves around the client and work in an integrated way across different tools. Our multidisciplinary client teams sit around the same table with responsibility for the same client. The client teams consist of specialists in all disciplines – media, advertising, PR, technology, content and production – as well as account managers who ensure strategic advice and holistic perspectives.” (Publicis, 2024)
Publicis currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Publicis, 2024)
Publicis currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Publicis, 2024)
Publicis currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Publicis, 2024)
There is no indication that Publicis focuses on organic growth through HR, training and employee development.
Vision/mission; We believe that brands have the ability to enrich lives. That through our understanding, creativity and attention to detail, businesses and their customers can build meaningful relationships through brand experiences. Today, businesses have a responsibility towards their customers, their own success and the continued prosperity of our planet. This pushes us in our daily work in collaboration with our forward thinking clients. (Scandinavian Design Group, 2024)
Scandinavian Design Group has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Scandinavian Design Group, 2024)
Scandinavian Design Group currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Scandinavian Design Group, 2024)
Scandinavian Design Group currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Scandinavian Design Group, 2024)
There is no indication that Scandinavian Design Group focuses on organic growth through HR, training and employee development.
Vision/mission: “Our motto is SALES CAN BE PURCHASED. This means that we find the meeting point between brand and target group.” (Schjærven, 2024)
Schjærven currently has an HR department and therefore has the expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Schjærven, 2024)
Schjærven currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Schjærven, 2024)
Schjærven currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Schjærven, 2024)
There is no indication that Schjærven focuses on organic growth through HR, training and employee development.
Vision/mission: “Spoon is a strategic and creative communications agency working at the intersection of journalism and marketing. Our origins are editorial and the core of our work is to create change through good storytelling and accurate distribution. We work closely with our clients to set clear goals, understand their target audiences and create creative communication that reaches the right person at the right moment. .” (Spoon, 2024)
You can read about People People People in international franchises in Norway
Vision/mission: “With a clear strategy, an award-winning team and digital expertise, we develop solutions in close collaboration with our customers to ensure value-creating, lasting results.” (Stem, 2024)
Stem currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Stem, 2024)
Stem currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Stem, 2024)
Stem currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Stem, 2024)
There is no indication that Stem focuses on organic growth through HR, training and employee development.
Vision/mission; “Suburbia is an advertising agency for chains that sell to consumers and businesses that sell to businesses. We are a committed bunch. Our most important driving force is to help our customers succeed, and our goal is always to create communication that creates the results our customers want.” (Suburbia, 2024)
Suburbia currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Suburbia, 2024)
Suburbia currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Suburbia, 2024)
Suburbia currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Suburbia, 2024)
There is no indication that Suburbia focuses on organic growth through HR, training and employee development.
Vision/mision; “The Brand Project is a strategic branding and communications agency run by an international team with broad specialist experience and expertise.” (The Brand Project, 2024)
The Brand Project currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (The Brand Project, 2024)
The Brand Project currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (The Brand Project, 2024)
The Brand Project currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (The Brand Project, 2024)
There is no indication that The Brand Project focuses on organic growth through HR, training and employee development.
Vision/mision; “Trigger Oslo is a communications agency that creates creative solutions that engage, position and matter in people’s lives and everyday lives. ” (Trigger, 2024)
Trigger currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Trigger, 2024)
Trigger currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Trigger, 2024)
Trigger currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Trigger, 2024)
There is no indication that Trigger focuses on organic growth through HR, training and employee development.
Vision/mission: “We are TRY. Creators, designers, consultants and technology specialists. Voted Norway’s best agency 21 years in a row.” (Try Huset, 2024)
You can read about WPP in international franchises in Norway
Vision/mission: “We invent concepts, strategies, and products that help companies stay ahead in rapidly changing industries.” (Unfold, 24)
You can read about NOA in international franchises in Norway
Vision/mission: “We believe that attention is worth more when it’s earned, and that creativity is the most important tool for achieving earned attention. Since its inception in 2014, WAL has grown into a sizable, award-winning and profitable agency. Big enough for the biggest, and small enough that no client is left behind. At WAL, you get interdisciplinary flair and drive. We work towards your business goals through creativity on the target group’s terms.” (WAL, 2024)
WAL currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (WAL, 2024)
Wal currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (WAL, 2024)
WAL currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (WAL, 2024)
There is no indication that WAL focuses on organic growth through HR, training and employee development.
Vision/mission: “One global family, positively provoking growth for our clients and our people.” (Wavemaker, 2024)
You can read about WPP in international franchises in Norway
Vision/mission: “Our vision is to be the preferred global partner for nudging behavior at the point-of-decision.” (Zeta Display, 2024)
Zetadisplay currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Zeta Display, 2024)
Zetadisplay currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Zeta Display, 2024)
Zetadisplay currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Zeta Display, 2024)
There is no indication that Zetadisplay focuses on organic growth through HR, training and employee development.
Vision/mission: “Øyedrops is a creative studio specialized in motion, 3d, design and sound. We bring brands, stories, and experiences to life through a mix of traditional tools and AI.” (Øyedrops, 2024)
Øyedrops currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Øyedrops, 2024)
Øyedrops currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Øyedrops, 2024)
Øyedrops currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Øyedrops, 2024)
There is no indication that Øyedrops focuses on organic growth through HR, training and employee development.
Vision/mission: “It is quite simple. Through strategy, creativity, data, and tech we at NoA secure customer-driven growth. We strengthen and expand your customer base; we make them more loyal and make sure that they contribute to your success and profitability. And everything we do is built on the Nordic values of sustainability, equality, diversity, and collaboration.” (NOA, 2024)
NOA currently has a head of talent and is therefore organized to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (NOA, 2024)
NOA currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (NOA, 2024)
NOA currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (NOA, 2024)
There is no indication that NOA focuses on organic growth through HR, training and employee development.
Vision/mission: “Nova Consulting Group is a Scandinavian consulting group consisting of a family of 14 companies that cultivate a strong professional culture within their respective specialty areas. Together, we offer multidisciplinary teams with the right combination of expertise and services to help our customers in their digital transformation journeys.” (Nova Consulting Group, 2024)
Nova Consulting Group has an HR manager, two well-being managers and one well-being manager assistant. And clearly has the necessary expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Nova Consulting Group, 2024)
Nova Consulting Group currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. However they have and are promoting: A dedicated budget for personal development for every employee. Breakfast seminars and professional evenings. Conferences across branches. Professional development through external training and development. (Nova Consulting Group, 2024)
There is no doubt that Nova Consulting Group is focussed on organic growth through employee training and development.
Vision/mission: “Deloitte is a market-leading company that provides auditing, legal services, financial advice, risk analysis and consulting services. We strive to help our clients realize their ambitions, make a positive difference in society, and harness the potential of our employees. (Deloitte, 2024)
Deloitte is one of the best companies in the world, no matter which industry when it comes to human resources and the employee-centric organization. (Deloitte, 2024)
Deloitte has their own university – The Deloitte University; the leadership center. They have the Deloitte academy and they have the Bersin by deloitte. No matter which subject, speciality, network, industri their employees need to develop their expertise within, they have it ready and available. (Deloitte, 2024)
There is no doubt that Deloitte is focussed on organic growth through employee training and development.
Vision/mission; “Here at LIWLIG, everything we do really comes down to people – bold, innovative, reliable and fair people. We love what we do. We believe and know that our experienced and passionate people are our company’s most important asset.” (Liwlig, 2024)
Liwlig currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (Liwlig, 2024)
Liwlig currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Liwlig, 2024)
Liwlig currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (Liwlig, 2024)
There is no indication that Liwlig focuses on organic growth through HR, training and employee development.
Vision/mission; Different in craft, but united in the ambition to solve your problems and create lasting value – Above, Ariel, Conversionista, Cupole, Curamando, Curious Mind, Fabrique, Goods, Heydays, Kurppa Hosk, Kurppa Hosk Communications, Mission Anew, Nameless.today, Q42 and Umain have come together to form ARC. By bringing together different perspectives, we want to create positive change for people, companies, and the planet, resulting in new, better solutions. (ARC, 2024)
ARC currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (ARC, 2024)
ARC currently has no visible internal academies that are promoted on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (ARC, 2024)
ARC currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (ARC, 2024)
There is no indication that ARC focuses on organic growth through HR, training and employee development.
Vision/mission; “Founded in 1835 by Charles-Louis Havas, Havas is one of the world’s largest global communications groups, with more than 22,000 people in over 100 countries sharing one single mission: to make a meaningful difference to brands, businesses, and people.” (HAVAS, 2024)
HAVAS is one of the better marketing agencies in the world, when it comes to human resources and the employee-centric organization. (HAVAS, 2024)
Havas has their own university and no matter which subject, speciality, network, industri their employees need to develop their expertise within, they have it ready and available. (HAVAS, 2024)
Havas is difficult to assess. As an organization, they are well equipped and organized for employee-centric activities. However, the lack of visible and more importantly, promotion of theri university and such, indicates that Havas have everything, but to which extent HAVAS utilize it is questionable
Vision/mission; Knowit Academy was first established in 2017 and is Knowit’s internal skills development program. The goal is to offer the most stimulating and rewarding skills development program among Norwegian technology companies. (Knowit Academy , 2024)
Knowit Consulting is one of the better consulting agencies in Scandinavia, when it comes to human resources and the employee-centric organization. (Knowit Academy , 2024)
Their education program is tailored with a comprehensive curriculum that is documented through recognized certifications. This year, a total of 25 lecturers have been brought in, both internal experts and external lecturers and trainers, many of whom are recognized, world-leading practitioners and researchers. (Knowit Academy , 2024)
In 2023, 63 employees and customers participated in the KnowIt Academy. The education program extends over 10 months and consists of 4 different educational programs. The programs included Technology, Practical Personnel Management, Cloud Certifications, as well as a new addition in separate Data and AI programs. (Knowit Academy , 2024)
What KnowIt does is great. But is it enough to be considered employee-centric or rigged for organic growth? The continuous training and development seems to be missing. In this sense the KnowIt academy is similar to what Deloitte and its ilks did in the early 2000. Better than most, but far from complete.
Vision/mission; An agency network with all the muscles and brains. But owned and run by the people who do the work. Not controlled from the top down. Instead built from the bottom up. Today we have offices in Stockholm, Oslo, Tromsø, London, Helsinki, Gothenburg, Malmö, Halmstad, Luleå, Skellefteå & Piteå, but we’re constantly expanding. (People People People , 2024)
People People People currently has no digitally visible HR department and therefore needs more expertise to successfully implement individual, team, and organizational training at a level that can be considered employee-centric. (People People People , 2024)
People People People currently has a visible internal academy promoted on websites, digital media, something they would do in an employee-centric culture. (People People People , 2024)
People People People currently does not visibly promote any external training of employees on websites, digital media, or in connection with employer branding, something they would do in an employee-centric culture. (People People People , 2024)
There is indication that People People People is developing into an employee-centric organization focussing on organic growth through employee development. However there is a way to go before they are quite there.
Omnicom Academy is a virtual learning platform that provides every person in Omnicom access to a diverse, rich curriculum of both evergreen and timely topics. It allows individuals to go beyond existing training offered at their agency by tapping into sessions led by practitioners from different agencies and disciplines across the globe with a variety of knowledge and experience. (Omnicom Group, 2024)
Our OneLearning platform hosts relevant training from Omnicom, its agencies and outside providers on a wide variety of topics. This includes training on Office 365, security awareness, privacy, ethics and more. It is also home to Omnicom’s larger L&D hubs: Omnicom Academy and LinkedIn Learning. (Omnicom Group, 2024)
With more than 16,000 courses and 24-hour access, LinkedIn Learning creates exciting opportunities for Omnicom employees to develop new skills and strengthen knowledge across essential business, creative, technology and cultural topics, on-demand. (Omnicom Group, 2024)
Talent Retention and Development Programs: Omnicom has always strived to be a great place for people to work. Since our formation, it’s been a priority to attract, retain and develop the best talent in the industry – it’s the dedication, intelligence, curiosity, and creative passion of our people that sets us apart from the competition. (Omnicom Group, 2024)
Omnicom’s long-term success depends on us continuing to attract and retain the best talent in the industry. Established in 2021, Omnicom’s Roleseeker program supports this effort by providing employees access to job opportunities across our U.S. networks and agencies. (Omnicom Group, 2024)
Omnicom University: Omnicom invests millions in professional development for our agency leaders through Omnicom University, which claims more than 3,500 global alumni. (Omnicom Group, 2024)
In Omnicom Group training and development of employees are left front and center of Omnicom’s company culture. There is no doubt they are at the top of their profession. And Omicom has built what their competitors should strive for.
Vision/mission; We are dentsu. We team together to help brands predict and plan for disruptive future opportunities and create new paths to growth in the sustainable economy. We know people better than anyone else and we use those insights to connect brand, content, commerce and experience, underpinned by modern creativity. We are the network designed for what’s next. (Dentsu university, 2024)
Dentsu is not actively promoting its University on their career site. However they do have a University and they do provide external training in the same university. (Dentsu university, 2024)
Dentsu is better than most at being an employee centric organization. However they have profound global competitors who are better. But if they tweak their approach just a little bit, they have the potential to become the global leader (employee -centric)
The AI Academy is available globally to all employees, in all agencies. We have partnered up with Coursera to deliver 400+ AI related courses, provided by leading universities. (WPP Academy, 2024)
WPP has developed a range of executive education programmes in partnership with some of the world’s leading schools of public policy. These programmes are centered on the role of behavior change and communication in delivering public policy. The Practice offers three distinct academic interventions: Open access programmes delivered in partnership with universities including the National University of Singapore, Carnegie Mellon University, and the British University in Dubai An applied policy module as part of the formal Master of Public Policy (MPP) degree programme at the Blavatnik School of Government, University of Oxford;Bespoke, closed programmes, tailored to the needs of individual governments and government agencies, and to the cultural and requirements and challenges of the region.
The WPP process could be better; The employee is asked to select the right course for himself. The course navigator and FAQs are here to help them. Their L&D leads can also help navigate the vast number of courses available. Then they have to contact their agency L&D lead and apply. Besides that, WPP is the market leader being employee centric today. (WPP Academy, 2024)
NORWEGIAN PARTAKERS IN INTERNATIONAL FRANCHISES: BOLD, Carat, Cognito, Dekode, Deloitte, dentsu x, EssenceMediaCom, Gyro, Heydays, Involve, Iprospect, Mindshare World Norway, Noa Ignite, Oh My, PHD, Precis, Spoon, Try Huset, Unfold, Wavemaker
MAJOR AGENCIES: EGGS Design, JCP, Knowit Experience, Netlife, Publicis, Schjærven, Zetadisplay,
MEDIUM AGENCIES: BAS, Centerteam, Hyper, Iteo, Journey Agency, Kind, Metro branding, Morgenstern, Nord DBB, Nucleus, Oculus, Nyg, Optimal, Per Høj, Pol, Scandinavian Design Group, Stem, The Brand Project, Trigger, WAL (We Are Live)
MINOR AGENCIES: A2N Digitalbyrå, Amidays, Bleed, Bly, Chili Media, Ævia, Clay, CPM Analytics, Elg, Evolve communication, Face First, Foll Reklamebyrå, Færd, Good Morning, Horn Media Group, Ko&Co, Ludensgruppen, M51, Maskinen Media performance, Mission, NXT, Oslo Reklamebyrå, Picapoint, Playroom, PR Operatørene, Suburbia, Øyedrops
INTERNATIONAL FRANCHISES: The North Alliance, NOVA Consulting Group, Deloitte, Liwlig, ARC Group, Knowit Consulting, People People People, Omnicom Group/PHD, Dentsu, WPP/Wavemaker/Mindshare/Essence MediaCom
In general vision or mission statements seem more like words than actions. One can’t expect to be best at anything unless the statement is followed by an actionable plan, and for the majority of real estate offices/franchises, this is just not the case.
The absence of HR, internal academies and/-or external education and training is staggering, HRM is more or less a non-existent profession in Real Estate Sales in Norway. What bewilders me is that in sales such as real estate sales, there is no second place. Either you get the sale or you don’t. If you don’t, there is no money. One would believe being the best at marketing and sales was left, front, and center for everyone involved.
The upside is that for anyone willing to invest a minimum of resources into re/up skilling and general talent management in marketing, sales, and new technology. The upside can be immense. If one abides by the rule that the best team is best because it has the better players. And the better players are better because they are better at training and honing their skills. Then the Norwegian market is ripe and ready for one of the established brands to go out and take it
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