All four divisions sit inside Norwegian activity code 70.200 — Business and other management consultancy. Each division page states what the work covers and, just as plainly, where it stops.
Advisory on ownership structure, board and management responsibilities, delegation of authority, and the documentation that makes a governance model reviewable rather than assumed.
Mapping administrative processes as they are performed, locating the handovers where work stalls, and redesigning the routine — including the documentation that keeps the new routine in place.
Advisory on how a finance function is organised: budget and forecasting process design, cost-structure documentation, internal control routines, and the segregation of duties behind them.
Operating-model advisory for organisations entering a new market, segment, or scale — capacity planning, operating cadence, and the administrative groundwork an expansion depends on.
The order matters more than the technique. Most failed change programmes skipped the first phase and redesigned something nobody had accurately described.
Structured interviews and document review, working from what the organisation produces rather than what it reports. The output is a description both sides recognise.
The described state is mapped: authority, handovers, controls, capacity. Ambiguities are marked as ambiguities rather than resolved by assumption.
A written target state and the smallest sequence of changes that reaches it, with named owners. The client decides; the adviser records the basis on which the decision was made.
A scheduled review after the routine has met a real period end. Findings are written up whether or not they are flattering to the design.
No fee, rate, band or estimate appears anywhere on this site. Pricing follows a written scope, and a written scope follows a conversation.
A bounded examination of one area, delivered as a written finding and a gap register.
A sequence of the four method phases across a defined scope, with a fixed reporting cadence.
Recurring availability to a board or management team, scoped in writing per period.
An independent read of a structure or plan the organisation has already drafted.
That description — Konsulenttjenester innen ledelse, miljø, eiendom mm. — is the practice's own filed statement of what it does, and it shapes what is offered here. Environmental and property considerations appear as operating constraints inside the advisory divisions rather than as separate services, because that is how they arrive in real engagements: as facts that limit what an operating model can do.