We help leaders and teams create change

We do this by making simple to use and accessible tools; that enable teams to succeed at turning knowledge into change.

Our foundation

From knowing to doing

We founded Flowe based on a belief that we can all be much more effective in turning knowledge into action. It is our ambition that teams reach their objectives and succeed with change.

The key observations that drive us:

  • “Organizations and leaders do not stick to set objectives” 
  • “Without being involved, we are not motivated to change”
  • “Communication is lacking and inconsistent”
  • “Feedback possibilities are limited, but essential”


”Successful organizations excel at sticking to strategy and ensuring  timely execution of change initiatives” – Jim Collins, ‘Great by choice’


Flowe is founded by two brothers from Denmark, after more than 20 years in various leadership roles for major Danish and international organizations, such as Novo Nordisk, PCI Asia, NNIT, SDC, BaneDanmark, Capital Region Zealand.


Esben Henrichsen

Esben has experience leading projects, programs, top level management and everything in between, from large organizations in both the private and public sector. He holds a MSc. Engineering from the Technical university of Denmark and studied leadership at Insead.


Uffe Henrichsen

Uffe has experience building and leading complex international software development organizations in Denmark, Philippines, Thailand and Japan. He holds a master's degree in information systems from the Technical University of Denmark and has studied organizational change management at Stanford.

Setting the scene - The typical strategy cycle, and why 70% of change initiatives fail

Involved …

Senior leaders.

What leaders do …

Analyze market, operations, competition, etc. and develop trends and identify business potential

Organizational reaction …

Unaware of any changes on the way. Most can not understand why management isn’t doing anything

Involved …

Leaders and a few senior employees.

What leaders do …

Decide on a strategy and make plans for the future. A lot of confidential meetings held.

Organizational reaction …

Some have heard that a new strategy is in the works. Most believe that it either has nothing to do with them or will fail because no one has asked for their input.

Involved …

The strategy team, the rest are informed

What leaders do …

High-level roadmap and initiatives planned. A balanced scorecard or similar is developed. Management communicates the strategy at an all-hands meeting.

Organizational reaction …

Perceived as ‘management talk’ due to the high-level summary, many either believe the strategy is wrong, or want to understand and need more information.

Involved …


What leaders do….

Follow up on scorecard and strategic initiatives. React to changing conditions and progress. Strategy implementation is delegated to middle management.

Organizational reaction…

Some initiatives are started. Measurements are difficult, and the organization is not committed. Most wonder why nothing is happening, and focus instead on what they know.

Key observations

Organizations and leaders do not stick to set objectives

Most organizations spend time developing an insightful business strategy and set objectives. Translating the objectives into actionable initiatives and ensuring execution, is the hard part. Often daily operational tasks and short term issues means the organizations, leaders and teams stray from the agreed objectives, resulting in targets being missed and the long term benefits are not realized.

Without being involved, we are not motivated to change

Leaders set direction and define objectives, but often delegate execution.  Teams often fail to execute, both because they do not fully understand the objectives and maybe do not see a compelling reason to change. Successful change requires that everybody is on board and motivated.

Communication is lacking and inconsistent

Executing change requires a lot of communication both quantity and quality. Some organizations implement cascading scorecards (objectives) and develop cumbersome processes to ensure follow-up, through physical board or standard templates in word or power point. These are time consuming and get down prioritized in favor of daily operational tasks.

Feedback possibilities are limited, but essential

Communication is a two-way street. For teams to be able to give feedback and collaborate is not only key to successful execution, it is motivation. Most organization conduct climate surveys, leaders have 1 to 1 meetings or an open door policy, but in the context of reaching objectives, feedback is far apart and of limited use.

According to leading institutions (HBR, Wharton, McKinsey) about 70% of all change initiatives fail
Leaders today have vast amount of up-to-date information, which is readily available and have plenty of tools to help make sense of the information. The issue is not knowledge but execution and Little attention is given to efficient change execution. Organizations are increasingly competing on the ability to adapt and change fast, but few tools are available to support these efforts.