Everything you might want to ask before we talk.
How we work, what an engagement looks like, how we price it and who you will actually be working with. If your question is not here, ask it on a discovery call.
41 questions, answered properly.
Every organisation is different, which is why we always begin with a conversation rather than a predefined proposal. Together, we’ll explore your objectives, challenges and expectations to determine whether we’re the right partner and where we can create the greatest value.
If you’re looking for a standard consulting package or off-the-shelf training, we’re probably not the right fit. While we have a portfolio of proven workshops and programmes, we believe every organisation deserves an approach that reflects its unique people, challenges and ambitions.
Tailored doesn’t mean starting from scratch. We build on proven methods, frameworks and learning experiences, adapting them where they create the greatest value. This allows us to deliver solutions that are both effective and cost-efficient.
We believe the best consulting doesn’t create dependency—it builds the capability and confidence for organisations to continue succeeding long after the engagement has finished. That belief shapes everything we do.
We work with you, not for you. The best solutions are created together, building commitment and momentum from the very beginning.
We stay practical. We combine proven approaches with your organisation’s reality, ensuring ideas can be implemented—not just discussed.
We measure our success by yours. Our success isn’t measured by the quality of the workshop itself, but by the progress your organisation continues to make afterwards.
You’ll work directly with us from the very first conversation. Every engagement is led by a senior consultant who remains your primary contact throughout the project, ensuring continuity, consistency and a personal approach from start to finish.
When additional expertise is needed, we bring in trusted specialists from our extended network to complement the engagement. This allows us to scale to your needs while maintaining the senior-led, agile and collaborative way of working that defines Innov8 Consulting.
You’ll never be passed from one consultant to another or handed over to a junior delivery team.
Every engagement starts with understanding the challenge you’re trying to solve and the outcomes you want to achieve. From there, we design an approach that fits your situation rather than applying a predefined consulting package.
Our work is guided by the Innov8 Thrive Framework, which brings together the principles and approaches we’ve found to be most effective across strategy, leadership, innovation, collaboration and organisational development. Rather than following a rigid methodology, the framework helps us combine the right tools and perspectives to meet your specific needs.
Whether we’re facilitating a single workshop or supporting a larger transformation, the goal is always the same: helping your organisation move from ideas to action while strengthening its ability to continue improving long after our work together has finished.
We work with organisations ranging from growing businesses to large international organisations across the private, public and research sectors. While the size of the organisation may vary, the challenges we help solve are often remarkably similar: creating clarity, aligning people around a common direction, developing stronger leaders and turning ambitious ideas into practical results.
Most of our work is with medium-sized and larger organisations where collaboration across teams, functions or locations is essential. At the same time, we’re equally happy to support smaller organisations when there’s a good fit and an opportunity to make a meaningful impact.
For larger programmes, we collaborate with our trusted network of experienced partners, allowing us to scale delivery while maintaining the personal, senior-led approach that defines Innov8 Consulting.
Many organisations have talented leaders and internal experts who are more than capable of leading workshops and driving change. The question isn’t whether you can do it yourself—it’s whether an external perspective can help you achieve a better outcome.
One of the greatest advantages of an external facilitator is neutrality. As a leader, it’s difficult to facilitate a discussion while also contributing ideas, making decisions and representing your team’s perspective. I’ve experienced this role conflict throughout my own leadership career, and I know how challenging it can be.
An external partner creates the space for leaders to participate fully while ensuring every voice is heard. We bring an objective perspective, ask the questions others may hesitate to ask, challenge assumptions and help teams navigate complexity without being influenced by internal dynamics or organisational politics.
Our role isn’t to replace your expertise—it’s to help your organisation make the most of it.
Every workshop starts with a clear understanding of what success looks like. Before selecting any tools or activities, we work with you to define the outcomes you want to achieve, the people who need to be involved and the decisions that need to be made.
From there, we design an engaging and purposeful experience using a combination of proven facilitation methods, collaborative exercises and structured discussions. Whether the focus is strategy, leadership, innovation or team development, the aim is always to create meaningful participation rather than passive presentations.
A successful workshop isn’t measured by how engaging it was on the day. It’s measured by whether it helps people make better decisions, build alignment and move forward with confidence once the workshop is over.
We believe leadership is learned through experience, not presentations.
That’s why our programmes combine focused learning with real workplace application, peer learning, coaching and structured reflection between modules. Rather than trying to absorb everything in a classroom, leaders have the opportunity to experiment, receive feedback and gradually build new habits in the context of their everyday work.
Our goal isn’t to create perfect leaders or teach a single leadership style. It’s to help leaders grow in confidence, strengthen their judgement and develop practical leadership habits that enable both their people—and themselves—to succeed.
We believe lasting change happens when new ways of thinking and working become part of everyday practice—not when people leave a workshop feeling inspired.
That’s why we focus on creating the conditions for change from the very beginning. People need to understand why change matters, be involved in shaping it and have opportunities to apply what they’ve learned in their day-to-day work. Lasting impact comes from consistent practice, reflection and reinforcement over time, not from one-off events.
Where it adds value, we continue supporting organisations beyond the initial engagement through coaching, follow-up sessions and practical support as new ways of working become embedded.
Design Thinking has been at the heart of our work for more than 14 years. Not because it’s a trend or a framework we feel obliged to use, but because we’ve seen first-hand how it helps organisations create better solutions and achieve better outcomes.
Its principles influence virtually every project we undertake. Whether we’re developing a strategy, facilitating a workshop, designing a leadership programme or supporting organisational change, Design Thinking helps us understand the people we’re designing for, challenge assumptions and ensure that solutions are practical, relevant and impactful.
For us, Design Thinking is much more than a methodology—it’s a mindset. It encourages curiosity over certainty, collaboration over assumptions and experimentation over perfection.
According to TASK’s Learning Impact Survey 2026, based on responses from 130 HR and L&D professionals across Norwegian organisations, 96% believe behaviour change is the true measure of success, yet only 18% actually measure whether behaviour changes after learning. We think that’s a missed opportunity.
That’s why we work with our clients to define what success looks like before a workshop, leadership programme or organisational development initiative begins. Rather than focusing solely on participation or satisfaction, we identify the behaviours, decisions, ways of working and business outcomes that should look different once the initiative has been completed.
The way success is evaluated depends on the objective. It may involve participant and stakeholder feedback, qualitative interviews, observations, pulse surveys or reviewing agreed business indicators. For us, success isn’t measured by what happens during a workshop. It’s measured by what changes because of it.
No two organisations are the same, but after years of working with leaders and teams across industries, we’ve noticed that the most successful organisations share a number of common characteristics.
They create clarity before taking action. They involve the people closest to the work in shaping solutions. They encourage curiosity, challenge assumptions and create environments where learning and improvement become part of everyday work. Most importantly, they recognise that lasting change is driven as much by people and behaviours as it is by strategy, processes or technology.
One lesson stands out above all others: change isn’t something you communicate to people. It’s something you create with them.
In our experience, it’s rare because the training itself is poor. More often, it’s because learning is treated as an event rather than an ongoing organisational priority.
The organisations that see the greatest impact don’t view learning as an HR initiative or a box to tick. Their leaders actively champion it. They create the time and space for learning, encourage people to experiment with new approaches and lead by example.
More than a century ago, Hermann Ebbinghaus demonstrated that we naturally forget much of what we learn unless it’s reinforced over time. Without opportunities to reflect, practise and apply new ideas in everyday work, much of that learning quickly fades.
That’s why we design our programmes as learning journeys rather than one-off events—combining practical learning with workplace application, peer reflection, coaching and ongoing support.
Most organisations come to us with a challenge rather than a clear service in mind. During an informal discovery conversation, we’ll explore your goals, priorities and context before recommending the best starting point. Many engagements naturally combine several service areas, depending on what will create the greatest value.
Arnold personally leads every engagement, from the initial discovery conversation through to delivery. For larger programmes or multi-stream initiatives, trusted associate facilitators or coaches may be involved where appropriate and always with your agreement. You’ll always know who you’ll be working with.
Absolutely. In fact, many engagements span several service areas. A strategy process may include stakeholder interviews and workshop facilitation, while a leadership programme might combine coaching, team development and capability building. Rather than working within predefined packages, we design each engagement around the outcomes you’re trying to achieve.
It depends on the type of support you’re looking for. Individual workshops or leadership sessions can often be designed and delivered within a few days, with planning typically taking one to two days.
Larger programmes—such as leadership development, organisational change or strategy implementation—are usually designed over several weeks or months to ensure they reflect your objectives, people and business context.
Course and learning journey development varies depending on the level of customisation required. Wherever possible, we build on proven content and approaches to reduce development time while still creating a highly relevant learning experience.
Before any engagement begins, you’ll receive a clear proposal outlining the recommended approach, timeline and expected outcomes.
Absolutely. We regularly adapt existing workshops, leadership programmes and learning journeys to reflect each organisation’s goals, culture and context. By building on proven frameworks and content where appropriate, we can create a highly relevant experience without starting from scratch every time.
Both. We work with organisations across Norway, Germany and Europe, delivering workshops, coaching and consulting both in person and virtually. With more than 20 years of experience leading international teams and facilitating both virtual and in-person workshops, we know how to create engaging learning experiences regardless of location. Together, we’ll choose the format that best supports your objectives, your team and the outcomes you’re looking to achieve.
Innov8 Consulting has extensive experience supporting organisations across technology, logistics, manufacturing, energy, science and research, and the public sector. While every industry is different, we’ve found that the underlying organisational challenges are often remarkably similar: aligning strategy, developing leaders, strengthening collaboration and enabling innovation.
The Innov8 Thrive Framework underpins how we think about organisational development, but it isn’t a rigid methodology. Instead, it provides a practical lens for understanding your situation, identifying priorities and selecting the approaches that will create the greatest value. Every engagement is shaped around your organisation—not around the framework itself.
That depends entirely on what your organisation needs.
Some clients ask us to facilitate a single workshop, coach a leadership team or support a specific part of a programme. Others engage us as a strategic partner throughout a larger transformation, leadership journey or organisational development initiative.
We can take ownership of individual activities, specific workstreams or an entire programme—working alongside your team in whatever way creates the greatest value. Whether you need an experienced facilitator, a strategic advisor, a programme designer or ongoing coaching, we’ll agree together on the level of involvement that best supports your objectives.
Our aim is to complement your internal expertise, providing as much—or as little—support as you need.
Every proposal is built around the work required to achieve your objectives—not around predefined packages or standard consulting models.
When preparing a proposal, we estimate the effort involved across areas such as discovery, design, development, facilitation, delivery and follow-up. Wherever possible, we build on proven frameworks, exercises and learning content rather than starting from scratch, allowing us to focus our time where it creates the greatest value for your organisation.
Our aim is to provide a transparent and realistic proposal that balances quality, impact and cost-efficiency. You’ll always have a clear understanding of what’s included, why it’s needed and how the investment has been determined.
Rather than recommending the largest possible engagement, we’ll recommend the level of support we genuinely believe will create the greatest value for your organisation
Every engagement begins with a small number of alignment and exploratory meetings to build a shared understanding of the challenge, agree on priorities and establish the best way of working together.
Rather than spending weeks producing lengthy planning documents, we prefer to document our understanding quickly, share it with you and refine it together as we learn more. This allows us to build momentum early while ensuring the approach continues to reflect your needs.
Depending on the engagement, we’ll often work in a shared Microsoft Teams channel, collaborate on shared documents or Miro boards, and have short working sessions rather than relying solely on formal status meetings. We adapt to your existing ways of working wherever possible, making collaboration straightforward and keeping communication and decision-making moving.
From the very beginning, our focus is on becoming a trusted extension of your team—bringing structure where it’s needed, momentum where it’s missing and practical support every step of the way.
We believe people learn best by doing, not by listening. That’s why our workshops combine short theory inputs with discussion, reflection, practical exercises and real organisational challenges rather than long presentations.
Whether the topic is leadership, innovation, collaboration or strategy, participants are actively involved throughout the session. Our goal isn’t simply to share knowledge—it’s to help people think differently, practise new approaches and leave with ideas and tools they can immediately apply in their work.
Absolutely. We regularly adapt case studies, exercises, scenarios and discussions to reflect your organisation, industry and participants’ everyday challenges. Depending on your objectives, we can also incorporate your own examples, strategic priorities or current business challenges to make the learning immediately relevant and applicable.
The ideal group size depends on the objectives, level of interaction and delivery format. As a general guide, we typically recommend:
• Virtual training sessions: 10–25 participants for a highly interactive learning experience.
• Virtual workshops: 6–15 participants where active discussion, co-creation and decision-making are the primary focus.
• On-site workshops and team development events: 10–20 participants to maximise participation and collaboration.
• Larger interactive events or conference sessions: 20–60 participants, using facilitation techniques designed for larger groups.
For larger groups, we often recommend involving an additional facilitator or internal co-facilitator, allowing one person to lead the session while the other supports breakout rooms, monitors chat discussions and helps ensure every participant remains engaged.
For virtual sessions, we also encourage clients to nominate an internal host wherever possible. Having someone from your organisation open the session, introduce speakers and close the event reinforces that it’s your programme and your message—we’re there to facilitate the learning experience.
While every topic and audience is different, we’ve found that 90–150 minutes is often the ideal length for highly interactive virtual learning—enough time for meaningful discussion and reflection, while maintaining energy and avoiding screen fatigue.
For more complex topics, we generally recommend a series of shorter sessions spread over several weeks rather than one long virtual workshop, giving participants time to apply what they’ve learned and return with new questions.
Where appropriate, we also combine self-paced learning or workplace activities between sessions, allowing valuable live time to focus on discussion and practical application rather than content delivery alone.
We’ve been designing and facilitating virtual meetings, workshops and learning programmes for more than 20 years, long before remote collaboration became the norm. That experience has taught us that successful virtual sessions need to be designed differently, not just moved online.
We don’t believe engagement comes from using lots of digital tools—it comes from thoughtful design, active facilitation and creating opportunities for people to contribute throughout the session.
Rather than relying on long presentations, we vary the pace by combining short learning inputs with discussion, reflection, breakout groups and practical application, using tools such as Miro, Mentimeter or Microsoft Teams features where useful.
We also believe participants don’t need to be speaking every minute to be engaged—time for individual reflection is just as important as lively discussion.
Both formats can be highly effective—it ultimately depends on what you’re trying to achieve.
Virtual sessions are often the ideal choice for:
• Leadership development programmes delivered over time
• Knowledge sharing and skill development
• Coaching and follow-up sessions
• Geographically dispersed teams
• Regular check-ins and learning journeys where participants can apply new ideas between sessions
On-site sessions are particularly valuable when the goal is to:
• Build trust and strengthen relationships within a team
• Navigate challenging team dynamics or conflict
• Improve communication and collaboration
• Facilitate strategic discussions or complex decision-making
• Run highly creative or innovation-focused workshops where rapid interaction and energy are important
• Bring together teams that rarely have the opportunity to meet in person
In many cases, we recommend a blended approach—for example, starting with an on-site workshop to build relationships, followed by shorter virtual sessions to reinforce learning and support implementation over time.
The level of preparation depends on the objectives and complexity of the engagement. For some sessions, a short planning meeting is sufficient. For others, we may recommend stakeholder interviews, participant surveys or a review of existing material.
We believe the best workshops begin long before participants enter the room—investing time in understanding your goals, audience and organisational context helps create a learning experience that feels relevant and immediately applicable.
Yes. We regularly facilitate workshops, leadership programmes and coaching in English, German and Norwegian, and have extensive experience working with international and multicultural teams.
Beyond language, we also adapt examples, facilitation style and activities to suit different organisational and cultural contexts, helping participants feel comfortable contributing regardless of background.
A successful workshop shouldn’t be the end of the learning process—it should be the beginning of putting new ideas into practice.
Depending on your objectives, we often recommend follow-up activities such as:
• Short virtual sustainment sessions to revisit key concepts and share experiences.
• Team check-ins to reflect on progress, address challenges and maintain momentum.
• Coaching for leaders or key participants to support behavioural change.
• Practical workplace assignments or reflection exercises between sessions.
• Pulse surveys or follow-up discussions to review progress and identify next steps.
The right approach depends on your objectives, but in our experience, small and consistent follow-up activities are often far more effective than one large training event on its own.
The most successful engagements are built on a genuine partnership. While we design and facilitate the experience, there are several things organisations can do to maximise engagement and create lasting impact.
Over the years, we’ve found that organisations achieve the greatest impact when they:
• Define clear objectives—agree what success looks like before the programme begins.
• Communicate the “why” so participants understand why it matters and how it connects to organisational goals.
• Protect time for learning, particularly for virtual sessions, free of interruptions or competing priorities.
• Engage leaders before and after the programme so they can reinforce key messages and support development.
• Connect learning to everyday work through practical assignments, team discussions or reflection.
• Provide ongoing support—sustainment sessions, coaching or regular team check-ins—to maintain momentum.
• Integrate with wider development initiatives rather than letting learning stand alone.
• Celebrate progress and communicate achievements internally to reinforce that learning is valued.
In our experience, the organisations that achieve the greatest impact don’t view learning as a one-off event—they create an environment where new ideas are reinforced, discussed and supported over time.
Arnold leads every engagement personally, from the first discovery call through to delivery and follow-up. Where a programme needs additional capacity or specialist expertise, he brings in a named partner from the extended team and stays involved throughout.
You will never be handed over to an account manager or a junior team you have not met.
Yes. Innov8 is deliberately structured as a small core with a trusted network around it. For multi-cohort leadership programmes or organisation-wide initiatives, Arnold designs the programme and brings in experienced facilitators and coaches from the extended team to deliver it.
You get senior people doing the work, without paying for the layers a large firm needs to sustain.
Workshops, coaching and consulting are delivered in English, German and Norwegian. Language preferences are confirmed up front so materials and facilitation match the group in the room.
More than 25 years in international roles across sales, customer success, strategy, organisational development, leadership and innovation, with organisations including DHL, IBM, SAP, Cisco, Kinly and PwC.
That means organisational change has been experienced from the inside as a leader and business partner, not only observed from the outside as a consultant.
An MBA, Certified Systemic Consultant & Coach (IOBC), ICF Associate Certified Coach (ACC), Design Thinking Practitioner and Prosci® Certified Change Practitioner.
Alongside those, Innov8 is an active member of professional networks including the IOBC, the International Coaching Federation and the Pact for Skills.
Innov8 Consulting is based in Oslo and works with organisations across Norway, Germany and the rest of Europe, on site and remotely.
Technology, logistics, oil and gas, manufacturing and science, with organisations ranging from research institutes to global technology companies.
The approach is not sector-specific: the value comes from knowing how to bring people together around a complex challenge, whatever the industry.
Ask it on a 30-minute discovery call.
No pitch and no commitment. We will talk through your situation, answer whatever is still open and be straight with you about whether we are the right partner.