Jens Ebbesen is the Group CEO of Eltwin Group, a company specializing in the development and manufacturing of intelligent motor control solutions, particularly in energy optimization. Eltwin Group is part of Swedish Nibe Industrier AB, which manages over 100 subsidiaries worldwide and employs more than 20,000 people. Alongside his executive roles, Jens Ebbesen has also served on a number of internal and external boards, including those of Eltwin Group’s international subsidiaries.

“Much of the management work at Eltwin Group and Nibe Industrier is driven through active board involvement. At Nibe Industrier, we have no less than 100 subsidiaries across the group, which we operate as independent companies. With my involvement in several of these, my CEO role often also becomes a board role,” he explains.

This balancing act was one of the reasons Jens Ebbesen recently chose to participate in the Scandinavian Executive Institute’s Advanced Board Programme INSEAD, a board education program for experienced board members and chairs.

“The whole CSR and sustainability theme is something we are deeply involved in—and we are good at it. However, we now face the challenge of implementing this agenda in our smaller subsidiaries around the world, and I wanted additional knowledge on this. Not least to make the topic understandable and accessible, and to motivate my colleagues to address it,” he explains.
He was also interested in a general “brush-up” on important board topics: what’s trending, what should be on the radar, and where external inspiration can be sourced.

Renewed and Improved Board Work

Jens Ebbesen had previously participated in the Executive Board Programme and highlights that he clearly felt a “step up” and a difference in level with the Advanced Board Programme.

“It was evident that all participants were very experienced board chairs and members. Everyone had something to contribute, and we had some truly interesting dialogues and discussions regarding the megatrends that should be on all boards’ agendas these days. Additionally, the teaching was of an exceptionally high standard, both inspiring and relevant. Everything was spot on, and nothing ‘fell by the wayside,’” he says.

According to Jens Ebbesen, the board education provided him with tools to address challenges in a new way. “One of my key takeaways is new knowledge on how to create an ESG and sustainability report alongside the financial statement—a requirement that all companies must meet according to EU legislation. I also benefited from learning about team dynamics in a board and how to ensure good and balanced collaboration within the board as a chair. Finally, it was eye-opening to become more aware of how easily one can be biased and how to better spot one’s own ‘blind spots,’” he adds.

“The new knowledge and learning have already been applied in my internal board positions, which will help me better engage board members and enhance my own focus on agenda and involvement. For the external board I sit on, this has concretely led to a strategy workshop I plan to hold, where all these important topics will be on the agenda.”