“After a long career at the IT company 7N, Jeppe Hedaa has recently chosen to step away from daily operations and dedicate himself fully to board work, which was also the motivation for participating in the Advanced Board Programme INSEAD. He is thus facing a ‘transformation,’ transitioning from the CEO role to that of chairman of the board.

Steep Learning Curve
“I have heard about one capable person after another who has failed in this transition process, and how the organization has suffered because it did not go well. Naturally, I wanted to create the best conditions for a successful change, and that’s why I chose to participate in the new board program developed by Scandinavian Executive Institute in collaboration with INSEAD. I wanted to equip myself with the best tools and had high expectations for the program,” he says, and continues:

“My learning curve was surprisingly steep. It is almost difficult to explain, as I have worked closely with a very professional board throughout my career at 7N, but there is an immense difference between being an “observer” and actually having to perform the role. I must just acknowledge that every time a new professor took the stage, I learned something new and groundbreaking. It was truly surprising—so surprising that the board education actually led me to change my strategy. Originally, I intended to be an active chairman, but I decided to move away from that and now I am exclusively a chairman of the board. I haven’t logged many miles yet, and I need to earn them. But I especially feel that, thanks to the board program, I now have a toolkit that makes me feel well-prepared for the role.”

A Comprehensive Transformation
The chairman of 7N’s board highlights three key learnings he is taking home from the program in France:

“The most important aspect is actually the things I have had to work on myself. For me, it’s about practicing not speaking first and showing direction, but rather speaking last and facilitating the whole board to enrich the issue at hand. It should no longer be ‘my will,’ but ‘our will.’ This is a massive transformation for me. Another significant key learning is the toolkit I’ve acquired, which includes ‘best practices’ that I can directly copy and implement in my board work. Finally, I return with peace of mind regarding compliance—I now have greater confidence in adhering to the legal guidelines that must be followed,” he explains, before concluding:

“The new skills and perspectives will certainly impact my ability to turn the board into a positive powerhouse that can enrich the management and create even greater value. Board work is a profession like any other, so it is something that requires practice and experience.”