Strategic Leadership & Learning

Management Consulting - N/A, NY, US

Strategic Leadership & Learning Details

Mette Norgaard, Ph. D., M.B.A., is an expert on strategic leadership and learning. She works with top executives to create distinct learning solutions that bring their strategies to life. Mette has designed and participated in executive dialogues with Stephen R. Covey, Jim Collins, Margaret Wheatley, and Ram Charan. Upcoming highlights for 2014 include: a Himalayan executive experience, a 10-day trek offered through Copenhagen Business School; and the Higher Ambition Leadership Institute, which will be co-led with Doug Conant, former CEO of Campbell's, plus Mike Beer and Russ Eisenstat, former professors at Harvard Business School. 

As a leadership expert, Mette has partnered with Fortune 500 companies, such as Microsoft and Campbell Soup Company, to develop their most promising leaders. She has guided cultural transformations with the executive teams at Metro International, PANDORA, and Finnish Broadcasting. Furthermore, Mette has taught thousands of leaders from organizations such as Procter & Gamble, GE Capital, Johnson & Johnson, John Hopkins Hospital, Estée Lauder, Nucor, the Marines, and Hard Rock Café. 

Prior to founding Strategic Leadership & Learning, Mette worked with FranklinCovey Co., directing the executive retreat Principle-Centered Leadership Week at Sundance, UT. She was also part of an exclusive team of consultants that led large-scale change processes. Previously Mette served as a leader within healthcare and manufacturing. Mette has a bachelors degree in physical therapy a masters in business and a doctoral degree in human and organizational development. 

Mette is the author of two bestselling books: TouchPoints, co-authored with Doug Conant, President and CEO of Campbell's; and The Ugly Duckling Goes to Work, which has been published in multiple languages including Danish, Spanish, Portuguese, Japanese, and Chinese. In addition, Mette columnist for the Danish business daily, Børsen.

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