Once a year, Interbrand publishes a list showing the value of the world’s leading brands. This year it turned out that Europe’s most valuable retail brands are Swedish, H&M and IKEA. They are worth USD 18 168 million and USD 13 818 million, respectively. My question to you as brand manager is, therefore: What is your brand worth?


In all probability you have no real idea. It is probably even less likely that you know whether you have increased or reduced the value of your brand. You almost certainly know whether brand awareness has gone up or down, perhaps along with a few other indicators. In our Agency of the Future survey, 92 percent of CMOs answered a resounding YES, to the question: Will brands continue to be one of a company’s most important assets?

Now you think I am going to question our most sacred of cows, the brand, don’t you? Well, yes, you’re right, I am; just a little.

Is H&M’s brand worth 119 billion?
The stock exchange values H&M at roughly SEK 450 billion. In other words, H&M’s brand accounts for approximately one quarter of the company’s total value. Does that make sense? You tell me.

Obviously brands do have value. Your brand is without a doubt an important intangible asset. But, what if that value lies not in your brand, but in your customers? I meet a lot of consumers in the course of my strategic work. I recently took part in a consumer discussion for a client, where the consumers completely trashed the company’s brand, yet loved the customer service and gave the company a score of 4 out of 5!  For a brand they really disliked. How does that work? Well, maybe it works because customer experience carries more and more weight in the digital world.

The difference between Customer Equity and Brand Equity is that the former is forward-looking and useful; both strategically and tactically.
In order to look deeper into this problem, I have devoted the last eight weeks to attending a course at the Wharton School of the University of Pennsylvania (hence my absence from the blog, sorry). The course was about how to calculate the strategic value of customers. It was an eye-opener. To see and learn in detail how to rank companies based on the value of each individual customer has made me believe in a new and better way of measuring the impact of the new marketing.

  • CLV – Customer Equity – Firm Valuation
  • CLV Customer Lifetime Value — is the present value of future cash flows from customers.
  • Customer Equity — is the total value of all of a company’s customers’ CLVs and a substantial part of the company’s value.

CLV is not new but  “heterogeneity” is.
What we have learnt over the years is that CLV as an average value is fairly inaccurate and therefore meaningless. If, however, we divide our customer base into relevant segments, calculate the CLV of each segment’s customer group, and then add the resulting values together, we obtain a pretty clear picture of total customer equity.

Imagine if the Agency of the Future can concentrate on charging for increasing CLV. Wouldn’t this mean that lots of bits begin to fall into place?

In marketing, it is extremely difficult to find indicators that is forward-looking. CLV and Customer Equity transforms our whole approach to evaluating and monitoring marketing activities. CLV is useful and practical on a daily basis. The questions you need to consider are: how many customers do we have; how much are they worth (CLV), and; how long do they stay? With a correctly calculated CLV, you, the CMO, will have a clear model that will help you allocate your budget in order to find new customers or retain existing ones.

Imagine if every CMO could report: a 10% increase in customers, CLV +10% and Churn -2%; resulting in Customer Equity up by 22%. This would affect the company’s share value, install the CMO on the board of directors … and, dramatically increase profitability at the Agency of the Future.

I read this morning’s news and am horrified by the return of the Cold War. How could we be so naïve? I am stunned by how an entire aeroplane can disappear in the era of the Internet of Things. Over to Mashable: The first robot firefighter is tested by the US Navy. Cool! Turkey’s prime minister closes Twitter and YouTube down during the election gets the hashtag #DictatorErdoğan. I wonder what will happen if Aereo wins against the TV broadcasters in the Supreme Court. I read about the world’s most connected man, Chris Dancy. Over to news from the advertising industry: Some new Golden Key winners – are these the locksmiths’ very own awards? Winner of The Farm reality series revealed – oh, no. When you read our industry’s news it seems almost like we are trying to sustain the world’s best mechanical calculator*, that is, the advertising industry, if you understand the old-fashioned analogy.


We are in the middle of a digital transformation that is fundamentally changing how we live and work, and how we advertise.

The digital transformation of the advertising industry requires innovative and strong leadership. We are nearing a moment when we will be able to tailor a specific message to a specific person at a specific time. It is not about trying to improve your online presence or updating your mobile apps. It is about changing the very essence of our business.

Advertising agencies will need to make many strategic choices over the coming years. Which road will you take?

  1. Handling the multi-billion dollar suicide pact between clients and television”, as Seth Godin so eloquently put it. The “pact” may continue to be profitable for many years, but it means customers will continue to pay for it with ever-lower efficiency. There are clearly powerful vested interests at work resisting the transformation. That’s why it will be possible to survive through traditional advertising for many years to come.
  2. Adapting communication and agencies to the digital transformation of marketing. It is almost certainly the only way. But it is by no means an easy way. It is extremely difficult to determine exactly when a technology is mature. Very few outside the technology industry would have lost by not investing in CRM. New technologies require new skills and training programmes. Many of the new technologies that are launched will fail. Many clients are stuck in their old structures.

The digital transformation is mainly about how to digitize and create:

New Customer Experiences – New Processes – New Business Models.

New Customer Experiences.

Here are some of the enormous opportunities the advertising industry has to create new digitized customer experiences:

  • Use data to simplify the customer’s everyday life through new information-based services.
  • Combine e-commerce with physical customer meetings.
  • Transform company’s services into experience-based customer journeys.
  • Create new digital store experiences.
  • Allow customers to be co-creators of value.
  • Take on the challenges for the mobile consumer.
  • Create and talk about the new image-building touchpoints.

New Processes

We are moving towards a future where the new agency works the right way.

  • The creative process will never be the same. Processes like co-creation mean that the creative process now looks beyond the agency.
  • We are going to see an iterative and evidence-based working method where the consumer is a co-actor.
  • Brands are no longer built through advertising but by customer experiences that people talk about.
  • Real-time communication will be decisive.
  • There will be a complete digitization of the interaction between agency and client.
  • Roles are changing and all intermediaries are slipping away.
  • Service development will become a natural segment of the agency.
  • Digital tools will make it possible for us to optimize communication instead of guessing or speculating. Constant testing will become one of our critical processes.
  • Real-time dialogue and measuring the effectiveness of our communication can lead to a new golden age for the advertising industry.

New business models

Talking about new business models with media houses is obviously like forcing your way through an open door. But advertising agencies and marketing departments will be at least as vulnerable as before.

  • New, smart, cloud-based services are going to swamp our industry. (Shutterstock turns over SEK 1.5 billion.)
  • Communication will be integrated with products and services.
  • We are going to buy more ready-made products when we create communicative solutions.
  • “Content” syndication will create new business opportunities with media companies.
  • Because market impact measurement will become ever more accurate, new ways of charging will become a reality.
  • Lean agencies that need staff will use crowd-sourcing, like Genius Rocket.
  • Customer channel, meaning that customers themselves will become the most important channel, and will want to be paid.
  • Technological solutions that manage and streamline personalized messages via all the brand’s channels.
  • Production is sourced where it is most effective. We are already facing increasingly tough competition from off-shore companies.
  • Do-it-yourself services will shift production to the client.
  • Information from the Internet of Things will create new services.
  • The possibility of putting together bespoke, virtual teams for the client will turn the whole agency concept on its head.

In our Agency of the Future survey, 75 percent of CMOs agree that the Agency of the Future is extremely willing to change. Indeed, this change readiness is #1 for CMOs.

Not strange at all.

One thing is clear. It has never been more fun to work in the advertising industry.

Question 10 of 100: Have you created value on your way to the hills?

If you are Swedish, there’s a good chance that as I write you are sitting in your car heading for the hills and your annual winter sports break. If so, consider this. Could it be that your car is worth a little bit more this week, when you and your family squeeze in all your skis, ski boots and dreams of a happy week of sun and snow? According to modern marketing theory it is, because value-in-use means value is created by using the car. It stirs theBANNER_theagencyofthefuture_svmarketing pot.

In our Agency of the Future survey we have tried to understand how CMOs see the future. One aspect I find particularly fascinating is how they think brands will be created in the future.

It seems that just about everyone is convinced that brands will continue to be one of a company’s most important assets. By contrast, there is very little consensus concerning exactly how these brands will be created.

78 percent believe that future brands will be built by co-creation.

One of the concepts we wanted to look more closely at is co-creation. There is no universally accepted definition of co-creation and the border between co-creation and its rival concept, open innovation, is hazy. Despite this lack of clarity, 78 percent of CMOs agree completely or to a great extent that future brands will be “co-created” with their customers. What does this mean?

I am lucky enough to have the fascinating job of developing customer-based business strategies for large corporations. We  use co-creation as the business development process where we invite and involve substantial numbers of people. Anything from thousands of customers and employees who come up with their own ideas, then vote and comment on each other’s, to external experts that have the ability to digitize and create new services and customer experiences.
Gone is the old model where innovation was only for the few.

But co-creation is so much more than creating new ideas. We are moving from a product-oriented world to a service-dominated one, where the focus is on intangible resources, co-creation and relationships. Co-creation is also about creating mutual value and customers being co-producers in the creation of value, as in the example of the trip to the hills.
Gone is the old product-centric model.

How will co-creation affect the agency of the future? If you ask me: A great deal.

I don’t want to get bogged down in communication models, but we all surely agree that the communication model of the future has to be interactive. Today the sender/message/receiver model tends largely to be bi-directional, thanks to the hyperconnected customer. Maybe it has always been like that?

That’s why modern marketing campaigns usually have an element of co-creation in them. In its simplest form, co-creation could be a customer interact with a company by sharing a video on YouTube or by writing a review. A more advanced form could be where a company works alongside its customers to create a new customer experience, such as a new personalized, digital service. Think Nike Fuelband and Nike+.

Perhaps co-creation is the communication model of the future. The boundaries between product/service/advertisement are disappearing and surely the old adage that doing is better than saying still applies. And doing things with your customers is maybe the most effective communication of all.
Gone is the traditional agency. The only question is when?

Have a great winter sports break.

Question 5 of 100: Will the brand continue to be one of a company’s most important assets?

Modern society is being digitalized at breakneck pace. This digitalization is fundamentally changing how we do business. So we thought we should include a few questions on the future role of the brand in our Agency of the Future survey.BANNER_theagencyofthefuture_sv

Brands are a deeply-rooted human need and have played a key role in the story of human development.

For millennia man has used his “brand” to illustrate origin or content. In ancient markets pictograms were used to describe goods to an illiterate consumer group. The first patenting and trademark laws were created in Renaissance Italy.

But brands really came to the fore during industrialization. In 1899, what most consider to be the “first multi-million dollar ad campaign” was created for the Uneeda Biscuit. The agency N. W. Ayer & Son created an integrated campaign containing the product name, a symbol (the little boy in a raincoat), pioneering packaging and a slogan. This campaign completely changed our view of brands. And throughout the 20th century brands became ever stronger and more important.

But numerous corporate scandals, unbridled greed, environmental disasters and mega bonuses have left public confidence in global brands almost fatally weakened and replaced by contempt.

In our “Agency of the Future” survey just about everyone (93 percent) agreed that brands would become one of a company’s most important assets. Belief in brands is still huge. That’s maybe not news, but when we dig a little deeper we find that today’s CMOs have a completely new view of how to create brands. Four phenomena seem to stand out:

1. Co-creation as a working method
Companies will be helped by their customers to build brands through co-creation. Their brands will be further enhanced by dialogue and exchanges with their customers, both on- and off-line. This week I had a customer workshop. What was absolutely clear was that their picture of a brand is the sum of all their customer experiences, both good and bad.

2. Credibility and reliability replace excess
In the new transparent world, the way we communicate brands is changing. In the past, brands often presented customers with an unrealistic dream. Today, three out of four CMOs say that a brand’s core values must include credibility and reliability.

3. Traditional TV commercials will disappear
With TV advertising still being huge, it is perhaps remarkable that only one out of ten respondents believe that TV will continue to be the dominant brand building channel. Perhaps their responses were a way of expressing an awareness of how TV viewing habits have changed. Today’s viewers no longer sit and follow the TV schedule as they used to, leading to the demise of the traditional TV commercial.

4. Brand building has moved to social media
As ever more virals flash before our eyes, it would seem that the move to social media has already taken place. The advertising war is no longer being fought out in traditional media. But the challenge remains the same: to stand out from the crowd. And today’s recipe for guaranteed advertising success is quite obvious: connect your brand with one of our pop cultural icons.

In fact, the move has only just begun.

Question 4 of 100: Will customers have access to information about a company’s products and services in real time, regardless of channel?

I am starting to really enjoy these discussions about the agency of the future. One particular topic has started to concern me. There seem to be quite a lot of strong opinions about the ability to change within our industry. One group sees us as “captains that stoically follow the ship into the deep”, whereas another believes that the advertising industry has an “improvise-adapt-overcome” attitude. Whatever, we are going to talk more about this later in this series. Now, going back to today’s question.

82 percent of CMO´s agree strongly or very strongly that customers want to have information about a company’s products and services in real time, regardless of channel.

This is one of the questions that has generated most consensus. That’s what makes it so important. We all recognise the needs of the mobile consumer: on the move, searching round the clock for information, wanting it from anywhere and everywhere. Via a second screen in front of the TV, via a smartphone in the supermarket or integrated into the refrigerator at home.

I think we need to agree that this is fact and this is what we need to focus on?

Important thing is what  we need to do, when it comes to adapting to these new demands? How should agencies and marketing departments reorganize and approach this new marketing? This new marketing that is no longer reliant on campaigns or the campaign mindset?

We are too slow.

It is clear that we need to find new organizational forms. We have to realize that we are too slow. Too slow at understanding consumers’ needs and clients’ problems; too slow at communicating with the customer. So it’s only logical that marketing managers prefer to work from their own departments, where with social media they can generate lightening-speed dialogue between brands and consumers.

Marketing organizations have always run the risk of producing nonsense, when the complexity of a system creates its own version of Chinese Whispers.

Consumer > Client > Planner > Project manager > Creative > Producer

In the worst cases, you can enter whatever need you like into one end of the chain and from the other end you’ll get a solution that is, not only a million miles from the need, but one that also took an eternity to pass through the system. This is not all the fault of agencies. Some of the blame also lies with clients’ reluctance to pay to achieve understanding of the problem. Their reluctance to pay for creativity. But this could easily be changed by introducing new pricing models.

We are too short sighted.

At the same time, we are also much too shortsighted. Too impatient to invest the time needed to create customer experiences built on investment, technology, innovation and a long-term approach. We are beginning to understand that CMOs have a real and significant need for a new way of developing products and services, one that hinges on communication. This will lead to a new type of agency, I can assure you.

We lack the right skills.

Perhaps the biggest challenge is to find the right blend of competence that can mix communication, professionalism, customer value and technology into a successful cocktail. Lots of today’s agencies and marketing departments lack the skills and competence to address the new marketing. The new competence is not exactly easy to find either.

Yes, there’s a lot to do. But I like a challenge.

Important follow-up questions: Have today’s marketing and advertising colleges and universities managed to adapt to the new marketing? Is a new generation of advertising professionals ready to tackle the new marketing about to graduate?

We need to find out. And then to start dealing with it. Any volunteers?


Question 5 of 100: Will brands continue to be one of a business’s most important assets? Let’s look at that next time.



Question 3 of 100: Are a lack of time and the desire to live a less complicated life the decisive drivers of the customer of the future?

Although our Agency of the Future survey is not a consumer study, we have asked CMO’s  a number of questions about what they think will drive the consumers of the future.BANNER_theagencyofthefuture_sv

We previously reported that 80 percent of these managers consider their clients to be their most important advertising channel. So what will drive their future consumers? When we look at value surveys like Sweden Study*, we are told that our fundamental values will change very little. But if we look at society as a whole, almost everything is going to change, and significantly.

A few years ago we put together a focus group of Swedish consumers and discussed customer loyalty schemes. You know, the old style comprising a card, points collection and a tiny financial bonus. When we asked about the reward, the group was completely unanimous in dismissing the importance of the paltry reward outright.

So we asked: “Why have you still got that worthless little card in your wallet then? Why haven’t you thrown it away?”

The answer that slowly emerged, after much careful questioning, was:

“It makes life easier!”

They said that this ridiculous little card simplified their lives. Despite the fact that the reward was humiliatingly small, the card was the symbol of a whole way of shopping that saved time! You got simplified payment, easy tracking of your collated invoices, and no less important, you knew your way around the store and didn’t have to go looking for all your different purchases.

In our survey, 72 percent agreed strongly or very strongly that lack of time and a desire for a more simple life will be the key drivers of tomorrow’s customers.

But so much of the technology we use today is so complicated. Has anyone worked out a truly simple way to use their mobile in the car yet? No, not if we’re honest. Or a foolproof way to remember all your dozens of passwords? Didn’t think so. Get voice control to actually work? Hah, be honest.

If the marketing managers are right, technological development is going to focus on the customer’s desire for a life less complicated. It doesn’t take too much imagination to predict that the mobile phone of the future will become your smart and totally-customized personal assistant. It will know what brands you like, what you’re interested in and it will record your behavior. The more you use it, the more it will learn about you. In the future, I will definitely be able to answer open questions, like: “Where can a buy a nice new shirt?”

Your future mobile will then consult different databases that know what you like and don’t like, be aware of when exactly you are going to need it and then show you five great-looking shirts that fit perfectly — because it will have calculated in your Christmas excesses!

Delivery and payment are done. No queues, no changing rooms and hassle-free payment.

To offer simplicity in a complex world may well be seen as the new luxury. Luxury in the future might no longer be opulence. Fewer features; fewer benefits. Instead, luxury will be about not having to waste time wading through an array of options.

Maybe this is not a vision of the future?

Maybe simplicity already is the new luxury?

Question 4 of 100: Will customers have access to information about a company’s products and services in real time, regardless of channel?

We can talk about that next time.

Question 1 of 100: Can advertising agencies successfully adapt their offerings to the digital age? It seems not.

If you place a live frog in cold water and heat it slowly, the frog doesn’t notice what is happening and is boiled alive. Even if this is a myth, I cannot resist using it as a comparison for the advertising industry. 17 percent agree, either strongly or to a large extent, that advertising agencies do successfully adapt their offerings to the digital age. But only two percent agree completely!

I have the pleasure of blogging on the agency of the future. We are in the middle of a period of huge change. This is hardly news. As consumers, we experience it every waking hour. As marketing professionals, we experience it every day at work.

Two interconnected drivers appear to be critical. Thanks to social media and the internet, consumers are both willing and able to acquire essential information on products and services when they themselves actually need it. This reduces the need for advertisements to inform.

The second driver is of course technological change. To give an example of the magnitude of this change, Gartner predicts that the marketing manager will have a larger IT budget than the IT manager by 2017*. This technological progress has already led to wholesale changes in consumer media consumption and inevitable anxiety amongst media companies.

Of course, you know all this. Isn’t it then strange, that when asked, only a tiny proportion of Sweden’s leading marketing managers  think that agencies are successfully adapting their services  to the digital age?

It is clear that there is quite a lot missing. We can start by looking at Gartner’s Digital Marketing Transit Map.

How can a marketing manager possibly deal with the technological tsunami that now affects every aspect of marketing?

OK, let’s try to break down the problem.

Who can untangle this web of spaghetti and then create an IT strategy for the marketing department? Interesting question, I don’t notice many putting their hands up. Definitely not your agency. The question is: will it take a whole new generation of IT architects? IT architects that can both understand the new marketing and build a new IT architecture using profitable and stable cloud-based services? It is not difficult to count these people. Only eight percent agreed completely that they had a functioning IT strategy. It feels like there is work to be done.

How can we fully benefit from new technology? The transit map clearly shows that you need a network of suppliers. You also need the sort of skills and resources not usually found in either marketing departments or agencies.

Could it be that agencies require a new type of technical creator/innovator who can transform new technologies into valuable digital customer experiences? Could it be that the agency needs someone to shoulder the responsibility of creating customer value from all the data now available?

A key question is how do you actually finance this huge transformation? Evidently not without clear profitability assessments and prioritizations. Either the money has to come from the IT budget or, and this is more likely, from the media budget.

One brand that has succeeded is Nike. In 2013, Fast Company magazine awarded them the title of world’s most innovative company. How did they get there? The answer is that when they created new digital services like Nike+ and NikeFuel, their customers were given a totally new customer experience with a new and higher customer value.

I think we ought to try to learn from Stefan Olander, the Swede behind the wonder of Nike. The world’s most creative Swede.

Back to the frog. Back to the agency that struggles to adjust to change. What do they need to take that leap out of the warm water? Maybe it is as simple as the marketing manager needing someone she can trust; someone who is good with technology and at working with change; someone who listens to consumers and understands their needs.

When the internet came crashing into our lives in the 1990s, a lot of agencies played it cool, they stayed off the web. Yes, it’s true! Talk about the sedentary decades… And I’d say there are plenty of agencies out there today that plan on repeating the same mistakes, by refusing to embrace and understand the new technologies.

We have got to get to the root of this problem in our coming workshops. We have to more clearly identify the barriers that prevent today’s agencies from successfully adapting to the digital age.

If you haven’t done it yet, it’s high time you jumped out of that lovely warm water. Come on, jump!

Question 2 of 100:  What attitudes and values do you take with you to work?

We’ll talk about that next time.


 At a time when we have the power to change just about everything in marketing, there is a marked lack of vision and direction. The time has come to start preparing to put that man on the moon …

My name is Christer Soelberg and I feel honored and excited that Resumé (largest newspaper – Marketing & Media in Scandinavia)  have asked me to write a blog on the agency of the future. But I must make it clear straightaway that I do not consider myself to be some sort of soothsayer or visionary and I will not be using this blog to promote my own ideas or opinions. Rather, I aim to channel the collective energy and knowledge of advertising Sweden.

So this blog will concern the 100 questions we need to ask in order to create the agency of the future. Or, to be more precise, the 100 questions we have already asked. During the autumn of 2013, we asked Sweden’s 2000 leading marketing managers a range of questions about how they saw the future. However, this survey was merely the starting point of a Co-Creation project in which we will discuss and develop ideas concerning the agency of the future; in cooperation with Sweden’s marketing managers and agencies, throughout 2014.

We will be conducting surveys, holding workshops and creating idea communities. I hope this blog will be an open and honest attempt to describe the project as we go along and to share its findings. Over the course of the year, the editorial team will dedicate further investigation and analysis to several of the issues arising.

So I plan to ask questions, listen carefully to responses and make use of the wealth of knowledge and ideas emanating from marketing managers, creative, researchers and, most of all, Sweden’s consumers. Which questions should we ask? Well, here are a few obvious

question areas:

• How should the agency understand and deal with new technology in a way that achieves business results?

• How do we build tomorrow’s brand when consumers are turning their backs on advertising?

• How do we adapt to the new consumer decision journey?

• How do we create insights from a sea of data and advanced analytical tools?

• How do we get your customers to talk about your products and services?

• How will the agency of the future be organized?

• How do we objectively measure the business benefits of this new marketing?

• What type of creativity is needed by the marketing departments of the future?

• Will social media and the mobile phone be the primary communication channels?

• How do we need to change the education and training of tomorrow’s agency


I believe advertising is of the utmost importance. At its best, it is powerful, intelligent and engages competitive intelligence. In its worst form, it dumbs down, is boring, unprofitable and decimates people’s free time. My Christmas season’s overconsumption of old and new media has unfortunately left me with an overdose of the latter. But we can change that. Bill Gates apparently said: “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.” Well, one thing is absolutely certain: the agency of the future needs to be incredibly flexible. Right, let’s get started.

Question 1 of 100: Do today’s advertising agencies successfully adapt their offerings to the digital age?

We will talk about that next time.

Welcome to the blog about The Agency of The Future.

According to the legend, there were in the city of Gordion’s temple a knot sitting on an oxcart and was so complicated that no one was able to solve it. Anyone who managed to untie the knot would become the master of Asia. Alexander the Great was enticed to try but failed. He became so angry that he drew his sword and cut the knot in half and realized at that moment that the problem was solved.

Buying ads,  that sells more products, makes a bigger profit with which you can buy more ads. Those were the days…What marketing needs is a different way of thinking and the energy to turn the game around. Our mission is to create the agency of the future, today.

We work in the  age of the customer. The customer is in power. The social web gives the customer access to perfect information about you and your company. Marketing is shifting from a traditional campaign-centric view of the world to one of continuous customer engagement. The new marketing model is about co-creation, service-dominant logic, ROI-driven, trust, likeability, and tangible results that you can take to the bank. We, the marketers have had no problems if traditional marketing was profitable and created growth. But the reality is different. Who would have ever dreamed that supremacy of network television would ever be challenged? All printed media are fighting for their survival, social media does not deliver and most large brands ignore the potential in their own channels. Everybody can do this analysis. The interesting part is what do to do.

We know that we don´t have  the answers but we do have a curiosity and a relentless strive to co-create a new marketing practice with our customers, your customers and our competitors.
According to legend, there were in the city of Gordion’s temple a knot sitting on an oxcart and was so complicated that no one was able to solve it. Anyone who managed to untie the knot would become the master of Asia. Alexander the Great was enticed to try but failed. He became so angry that he drew his sword and cut  the knot in half and realized at that moment that the problem was solved.

Welcome, Christer Soelberg, CEO