• Samlad Entreprenörskraft

  • We stand for a long-term owner commitment aimed at strengthening the competitive edge of companies to enable them to advance their market positions. To accomplish this, we combine the best of two worlds – entrepreneurial spirit and large scale enterprise. The entrepreneurial world gives us accountability, effective decision-making processes, a strong sales and customer focus and a great deal of personal commitment from everyone at the company. Large scale enterprise provides us with a professional approach to boardroom work, a strategic long-term perspective, sharing of knowledge and experience, structure, purchasing power and stability.

    This forms the basis of our business model – Collective Entrepreneurial Power.


    • For us, all companies are unique and should be treated as such, but we also know that acting alone is rarely the best course of action. For smaller companies to retain their competitive edge in the future, they need to be challenged and stimulated, and get inspiration from others in the same situation. Our companies operate in different industries, with different customer groups and products – all with different experiences. This creates a unique arena for knowledge sharing in order to come up with new business opportunities and recipes for success.


    • The basis of our ecosystem is that each individual company is accountable for its own income statement, balance sheet and development. This is a highly decentralised environment, in which company managements run complete companies and report to a competent, company-specific board. This philosophy not only attracts the best business people; it also creates better conditions for companies to meet the various needs of their customers as well as the ability to quickly adapt to the increasingly intense fluctuations of the surrounding world.  The synergies between our companies are sometimes obvious, but we never impose collaboration on them. Instead, we offer different opportunities for co-operation, such as joint purchasing and exchange of expertise. It is then up to each organisation to decide on the potential business benefits – all with the aim to maintaining the entrepreneurial spirit and the clearly delegated responsibility for the company’s result. Some might see this decentralised structure as a sign that we don't contribute to the development of the companies. Nothing could be more wrong. The only difference is HOW we do it. In our experience, demand-driven synergies are best realised in organisations with clear expectations and a competent, confident leadership. It may take a little longer, but the outcome will often be better. Besides, there is no rush. We have no exit agenda; our primary goal is to develop these companies for future generations.