Stagis on facebook Stagis photo blog
Director of PR and Communications
Director of PR and Communications
Project Coordinator
Project Coordinator
Project Coordinator
Project Coordinator
Press and Communications Advisor
Executive Assistant
Project Coordinator
Project Coordinator
Project Coordinator
Project Coordinator
Project Coordinator
King of the social media hill

With Facebook's recent change in its algorithm to focus more on content made by friends, rather than content from pages, it seems that Facebook wants to reposition its claim as king of the social media hill. This is particularly evident with the exquisitely executed campaign, ”Friends”.

The campaign includes three ads broadcasted on TV called “Friends”. They were first aired on February 4th during a 2015 UEFA Champions League match. It also included outdoor billboards at Oxford Street station in London. The billboards are strikingly simple and cleanly art directed, with expressive snapshots of friends, overlaid with a checkmark, the word "friends" and a subtle Facebook logo as the only direct hint of the ads’ author.

Facebook’s friends

The “Friends” campaign was created by Facebook’s California based marketing department, The Factory. 

The Factory’s dreamteam of designers and ad execs reveal a company that spares no expense when it comes to marketing. But despite their (undoubtedly) unlimited means, the ads use gritty, immediate and powerfully evocative images that ground its message in relatable truths.

Its executive creative director Scott Trattner is the former ad exec at TBWA/Media Arts Lab, the agency that was established to serve Apple. From there, he launched major products like the iPhone, iPad, iTunes and iCloud. Since 2013, Trattner has worked at The Factory alongside Ms. Van Dyck, the former Levi's Global CMO, who joined the company in February 2012. Both report to Gary Briggs, the former chief marketer at the Google-aquired Motorola, who now leads all branding and marketing for Facebook.

The campaign’s narrative – images of friendships, people laughing and connecting, taking selfies, dancing, crying and even getting a tattoo of a friend’s name: CARL. A voiceover talks about friendship and uses Facebook’s lingo to describe it – “like”, “share” and “friend request”. But the terminology is used subtly: "They drag us into their madness, make us heroes in their stories," says the narrator. "So we let their likes become our likes, and the things they share become the things we share." The evocative language, yet self-affacing tone meshes with the relatable: real life experiences. It also represents the polar opposite of Facebook's old campaign, the pretentious “Chairs“ ad that uses lofty metaphors about something as simple as friendship.

I think the passion that stems from friendship is perfectly captured; particularly the few seconds in the car in “Our Friends” are evocative. The characters don’t have dialogue, yet convey heartfelt emotions. The casting and direction by MJZ’s and Mike Mills is phenomenal – collectively, they’ve created ads for Apple, Nike, Adidas, IKEA and more. In “Friends”, there are no all-American beauties, only quirky, one-of-a-kind looking people.

The three videos, “Our Friends”, “Friend Request” and, “Girl Friend” are accompanied by spare versions of Rihanna’s “Umbrella”, the Cure’s “Close to me” and Madonna’s “Like a Prayer”. Each builds crescendo and climaxes with tears, hugs and even a gay kiss.

The ads end by displaying the Facebook logo – nothing more. I think that requires courage and a strong brand to end a commercial like that; it's an iconic brand by now, and is finally acting like one.

From my experience, commercials like these, with this kind of color grading, style and overall production - not to mention the 34 person strong production team - equates to a highly professional and stylized campaign. Facebook went all in.

Up until now, word of mouth has done the heavy lifting for Facebook’s marketing department. Initially, the now 200 billion-dollar company successfully attracted first-movers, who in turn drew the broader public.

But as Twitter, Instagram, Snapchat and other social media companies grow, Facebook’s stake is challenged.

Mark Zuckerberg’s company is (very) slowly losing its market share, and the “Friends” campaign can be seen as a response to this loss.

A recent survey shows that out of the eight biggest social media networks, Facebook was the only one in decline. While Pinterest and Tumblr saw activity increase by more than 95%, Facebook saw a decrease of 9%, according to GlobalWebIndex, a research firm that interviewed 170,000 Internet users across 32 markets for the survey.

That being said, Facebook is still by far the largest popular social network outside China – with the most members and active members. Internet users of all ages spend more time on social networks than ever – on an average, people used 1.72 hours per day in 2014, up from 1.61 hours in 2012. And 30% of our Internet time is spent solely on social networking.

Even though Facebook has lost some of its market share. We use social media more than ever. So perhaps, Facebook wants to remind its users why it exists.

The campaign is not about telling people that Facebook is an easy-to-use conduit for friendships, but rather that Facebook is a place where friendships live.

Such a claim takes courage.

Because it is easy to argue that Facebook is rooted in a digital, lonesome world – not outdoors with friends. But that misses the point of the ads - and perhaps what Facebook wants to position itself as.

Facebook is a place where people can hold on to the friends that are most important to them.

Perhaps the social media giant is trying to re-conquer their brand essence: moving towards meaningful friendships and away from the usual Facebook garbage, like Candycrush-invites and the like. Maybe, Facebook wants to reposition its claim as king of the sociale media hill.

Creating a brand that feels authentic is no easy measure. In 2014, Stagis helped Copenhagen Business School’s program, Master of Public Governance live and express their brand. By mapping and uncovering the university program’s identity, we helped them develop a striking visual design that corresponded to their unique strengths: flexibility, research-based knowledge of the public sector and development of leadership. By doing so, their brand was expressed authentically.

The “Friends” campaign could be Facebook’s authentic expression of its identity – or at the very least, what it wants to become.


Facebook har lanceret deres kampagne første kampagne i England. Den består af tre videoer og en række udendørs kampagne, der skal formidle Facebooks budskab: Facebook er stedet, hvor venskaber lever. Jeg kan fortælle, at kampagnen er udviklet af et drømmehold af designere og reklamefolk, og man kan tydeligt se, at der er blevet brugt tid og kræfter på den.

Kampagnen kommer efter, at Facebooks markedsandel er begyndt at dale som den eneste inden for sociale medier. Derfor kan man se denne kampagne som et forsøg på at markedsføre sig mere autentisk og på den måde overbevise deres brugere om, at Facebook er mere end bare Candy-Crush invitationer.

Why you should empower volunteers

In the 1990‘s, 25% of Danes did volunteer work. Today, that figure has increased to one in three. But as volunteers are increasingly used in both private and public sectors, we need to ask a question: what motivates volunteers - why would anyone work for free?

Most recently, Stagis helped Varde municipality create a vision for the future. Citizen involvement was instrumental in creating the vision. And because we told the citizens of Varde this, they responded with commitment and involvement, showing up in force, taking part.
I began my career as a volunteer. I first volunteered at Roskilde Festival working with international press, but was later hired as a press manager. And it's my yearly pleasure to work with some of the 32,000 wonderful volunteers who help make Northern Europe's largest festival.
I've also gotten a glimpse of what goes into a political campaign, as a field organizer on the 2012 Obama campaign in Ohio - but before you get you hopes up, I have to disappoint you+, US campaigns are not quite like in House of Cards.

The overall strategy came from Chicago, and I was charged with 50 volunteers. Making sure that they were happy and engaged, despite working for free.

Now, the common denominator for both the Roskilde Festival and Obama's campaign was that the volunteers didn't just work for free, they actually enjoyed it. The key: empowering volunteers and entrusting them with responsibility.

Since volunteers don’t get paid, you have to create value for them, or they become uninterested and leave - making a person feel needed is perhaps the greatest value of all.

Libraries and festivals
To cut costs, 68% of Danish libraries use volunteers. This har led to the paid librarians focusing on harder tasks that required skill and expertise, problematically volunteers are assigned menial tasks: stocking and checking in books - the boring parts of library work. Work they quickly got tired of.

And because the volunteer librarians don't feel needed, they don't stay for long and have to be replaced. This requires the training of new recruits and negates any return on investment.

So, although it has been estimated that there can be a return of more than four US dollars for every one US dollar invested in developing a volunteer training and management infrastructure, you have to retain volunteers for longer periods to reap the rewards. You do this by empowering them.

A poor investment leads to a poor return - and vice versa.
Roskilde Festival invests heavily in engaging their volunteers. They get initial training, there’s a special lounge to hang out at, they get free meals, flushing toilets and hot showers - a much appreciated luxury during the seven day festival.

There are different types of volunteers at Roskilde. Most of the volunteers are organized through various associations, sports clubs and restauarants and work 32 hours to gain a free festival ticket. The festival itself employs almost 1.000 volunteers who work year-round.

If you have ever been to Roskilde Festival, the first group are the volunteers you see walking around in orange vests or sell the food you buy. The latter group perform tasks that would normally would be held by paid employees: they plan how the festival site looks; book music, and as in my case work with communications. The volunteers I have worked with as press manager have been highly skilled and qualified; they have background ranging  from professional journalists, consultants from major press agencies to heads of communication in the private sector.

To put it mildy: They are given a a lot of responsibility.

For example: The first time I ran a PR-strategy at Roskilde as a 100-hour volunteer, I managed eight 100-hour volunteers and twenty-five 32-hour volunteers.

The crazy part: As a journalist, I knew about communications and the media world, but I had never run a PR strategy before. But, Roskilde instilled responsibility in me as a volunteer, and that motivated me to excel.

Volunteers return yearly as a consequence of Roskilde's efforts to empower them. And as they return, they are gradually given more responsibility and value.

How to empower volunteers
During Obama’s 2012 presidential campaign, 2.2 million Americans volunteered for a common goal: to help reelect Obama as president.

I volunteered as well. Coordinating my volunteers from all over Tuscarawas County, Ohio, one of the important swing states. While doing so, I got hands on experience with how campaigns in the US work: they use a tested recipe for engaging volunteers. The recipe has different stages. The process steadily increases their social capital and training to correspond with the responsibility given.

By steadily increasing the perceived value of the work and the amount of responsibility associated with the work, campaign managers can empower volunteers, enable them to do a job, and actually make them feel happy about doing it for free. Of course there is also the big common goal: to influence who is in the end elected president.

Volunteer work in the private sector
But volunteerism is not just for festivals, NGOs and presidents. More than 90 per cent of Fortune 500 companies report having a formal employee volunteering program as part of their CSR-strategy. For example: In 2014, Microsoft donated $7.7 million as a result of the 456,000 volunteer hours logged through the company's employee volunteer program.
In 2011, Hewlett Packard’s Danish division wanted to rediscover and focus on their strengths to increase engagement, motivation and pride within the organization, and asked Stagis to consult on how to do so.

During the financial crises, HP had tried to steer through troubled waters. The former CEO Mark Hurd introduced reforms and cut costs in order to help HP stay afloat. But with a public reluctant to invest in IT, HP's PC division subject to media commentary and an overall decline in tech business, questions within the company began to emerge: “who are we?” and “who do we want to become?”.

From June to November in 2011, Stagis mapped out HP's corporate identity. This resulted not only in creating a more physical, visual or tactile expression of identity within their headquarters in Allerød, using text on walls containing different themes that correlated with their corporate identity. It also resulted in a volunteer-program called HelP. 

HelP would use HP products and competencies to empower small businesses to grow, flourish and later create partnerships with HP itself. In turn, HP employees felt pride in helping those who needed it and would rediscover the principles that Bill Hewlett and Dave Packard founded the company on.

Volunteerism does not have to be philanthropic on the part of a business, but that doesn’t overrule the good feeling empowerment can create with volunteers. The thing to remember is to match workload with investment: to empower volunteers by giving them new skills and responsibility, but also making sure that they feel needed or get special treatment, like influencing a music festival or presidential campaign.


Flere og flere danskere bliver frivillige. Men hvad motiverer frivillige til at arbejde gratis? Jeg har arbejdet med frivillige på både Roskilde Festival og under Obamas præsidentkampagne i 2012. Jeg lagde mærke til, at de frivillige og organisationerne fik mest ud af samarbejdet, når de frivillige blev bemyndiget.

De fleste mennesker vil gerne føle, at de er nødvendige. En af måderne er at give dem et ansvar, der får dem til at føle, at de er uundværlige - for ofte er de.

Danske biblioteker har siden 2011 prøvet at bruge frivillige til at mindske udgifter. Desværre har bibliotekerne ikke givet de frivillige det ansvar, der skal til for, at de frivillige føler, at der er behov for dem. Derfor fastholder bibliotekerne aldrig den enkelte frivillige længe.

I stærk modsætning til bibliotekerne giver Roskilde Festival ansvar til deres frivillige og sørger for, at de føler sig vigtige. Eksempelvis ved at give dem backstage adgang. Deres tilgang gør, at festivalens frivillige vender tilbage år efter år. Det man med et godt engelsk ord kalder empowerment. Der findes ikke en god oversættelse af "empowerment". Det tætteste er bemyndigelse, der betyder at give "formel tilladelse el. fuldmagt til at udføre visse handlinger; synonym beføjelse" (

Bemyndigelse er altså en måde at fastholde frivilliges interesse for arbejdet og samtidig skabe et stærkt tilhørsforhold mellem organisation og frivillige.

Frivillighed kan i det private bruges til at øge arbejdsmoralen og samtidigt gøre noget godt for samfundet, og derved forbedre en virksomheds CSR-profil. Men det kræver stadig, at virksomheder sørger for, at de frivillige bliver bemyndiget.

Stagis har tidligere arbejdet med frivillighed. For eksempel i forbindelse med visionsprocessen for Varde Kommune, hvor vi inddrog borgerne i den vestjyske kommune, som blev en stor del af udformningen af visionen. Stagis arbejder ud fra en tanke om, at strategien altid skal spejle de indre styrker.

Nyt selvforsynende brandingsystem - borgmestre løser tilflytningsproblemer ved at bytte borgere

En ny selvforsynende type branding, hvor borgere med de rette kompetencer flytter til en nabokommune, vil fremover redde Danmark. I år er det Fredericia, Kolding og Vejle der kommer til at opleve store forandringer med det nye projekt, hvor håndværkere, folkeskolelærere og kreative seniorer fra Fredericia skal bytte kommune. En ny cirkulær økonomi, forklarer Stagis.

En af udfordringerne for kommunerne er, at de 98 danske kommuner reelt set konkurrerer om de samme 6 millioner borgere og i sidste ende bruger ressourcer på at kæmpe om de samme tilflyttere i spillet om at blive en god "bosætningskommune".

Nu lancerer Stagis et nyt bæredygtigt system til kommunebranding, hvor nabokommunerne Fredericia Kommune, Kolding Kommune og Vejle Kommune, bruger Stagis' selvforsynende brandingmodel, som kan udnyttes, når 3, 4 eller 5 kommuner går sammen om et fælles brandinginitiativ. Grupper af borgere flytter rundt, så hver kommune modtager nye borgere. Modellen gør, at alle de kommuner der deltager, bliver bedre bosætningskommuner og får flere tilflyttere.

"Vi definerer de største udfordringer og problemstillinger i de tre kommuner og finder gennem vores model ud af, hvordan kommunerne bedst kan supplere hinanden," siger Nikolaj Stagis, adm. direktør i Stagis A/S, "i Vejle har man fx brug for flere håndværkere og sosu-assistenter og dem har man for mange af i Fredericia. Samtidig har Fredericia Kommune i lang tid søgt efter flere pædagoger og lærere til de kommunale folkeskoler, hvilket de kan tiltrække fra Kolding Kommune. Der har lærere og pædagoger længe arbejdet med designprocesser og derfor vinder Fredericia rigtig meget ved at få nogle lærerfamilier til at flytte fra Kolding til Fredericia. Kolding Kommune har længe ønsket at sænke indpendlingen og har brug for at udfolde deres identitet som designby ved at få både flere unge, familier og seniorer, som vil arbejde med kreative fag og der har vi set et match i vækstlaget hos Fredericia Kommune. Det betyder altså, at vi allerede henover sommeren og til efteråret forventer at øge tilflytningen til de tre kommuner med 18-20% i forhold til samme periode sidste år," fortæller Nikolaj Stagis.

Hos de tre deltagende kommuner er der stor tilfredshed hos borgmestrene og bredt hos økonomiudvalgene, som gennem hele processen har bakket op om den politiske beslutning om at blive selvforsynende i forhold til tilflytningsproblematikken. Stagis forestår tre isolerede kampagner gennem 2015, som tilsammen ændrer dynamikken mellem de tre kommuner, som derved får løst problemerned med både jordsalg og søgningen til børneinstitutioner.

I Kolding Kommune er borgmesteren og byrådet meget stolte over, at være den første kommune der sagde ja til tilbudet om at afprøve Stagis' nye brandingsystem, målrettet innovative kommuner. Jørn Pedersen (V), borgmester i Kolding Kommune fortæller om projektet, at der nok er et par kommuner rundt om i landet, som vil se misundeligt til trekantsområdet, når det her bliver rullet ud. Man kan hurtigt forestille sig fx Fåborg-Midtfyn Kommune gå sammen med Svendborg og Assens Kommuner om et lignende tiltag, hvor folk på sydfyn flytter til nabokommunen for at løse tilflytningsproblemerne. Det handler jo om at være selvforsynende og prøve at ændre de samfundsdynamikker, som ellers kan være svære at bryde i det, man helt forfejlet kalder Udkantsdanmark, fortæller borgmesteren efter seneste byrådsmøde i torsdags. Borgmesteren overvejer nu selv at flytte til Fredericia Kommune for at hjælpe nabokommunen.

I Ministeriet for By, Bolig og Landdistrikter anerkender man initiativet. Ministeriet overvejer i øjeblikket en model, som gør det muligt at udbrede modellen til resten af landet og potentielt flytninger rundt i Norden.

Karen Refer begynder som projektkoordinator hos Stagis

Stagis leder altid efter kompetente medarbejdere og har fundet et spirende kommunikationstalent. Vi har ansat Karen Refer som vores nye projektkoordinator. Hun skal assistere bureauets konsulenter, designere og projektledere med strategisk og praktisk gennemførsel af branding- og kommunikationsprojekter.
Karen har læst Cand.merc.(kom.) på Copenhagen Business School og kommer fra en stilling som kommunikationsmedarbejder i e-mærket. Hun har arbejdet med komplekst stof  og mange interessenter. Gennem tidligere job har hun blandt andet fået erfaring med medlemskommunikation, PR og sociale medier.


Stagis always looks for new talent. We have found Karen Refer, who has started as our new project coordinator. She has studied MSc (com.) at Copenhagen Business School and recently worked at the Danish certification office for online shops, e-mærket. Karen will assist the agency's consultants in executing branding- and communication projects.

Visionsbog for Varde


For et år siden vandt Stagis et udbud om at hjælpe Varde Kommune med at udforme en ny vision. Henover forsommeren tog Stagis’ konsulenter og antropologer af sted til Vardes smukke omgivelser for at observere og dybdeinterviewe. En del af processen var også et inddragende borgermøde.

Arbejdet mundede ud i en vision under overskriften “Varde Kommune - i ét med naturen”. Visionens pejlemærker er udeskoler i verdensklasse; plejecentre, hvor ældre hver dag kommer ud i naturen; børnehaver med dyrehold og et rådhus med egen køkkenhave. Det er også et innovativt fokus på bionisk produktudvikling; biomimetik i arkitektur- og byggeanlæg; udendørs billedkunst og kunstinstallationer og en turistsæson, der strækker sig over hele året.

Just nu er det hele blevet fældet ned på papir. Vardes vision er udkommet på bogform. Du kan se nærmere på den nedenfor.

Bogen udtrykker i ord og billeder den vision, Stagis har udarbejdet for Varde kommune. Bogen bliver delt ud til medarbejdere i Varde kommune, institutioner, samarbejdspartnere, udviklingsråden, erhvervslivet og andre interessenter. 

Bogen har til formål at formidle den nye vision, således at den understøtter formidlingen af et fælles udgangspunkt for den fremtidige udvikling af Varde. 

Stagis har drevet processen med at udarbejde ny vision gennem det seneste års tid. Processens sidste punkt er visionsbogen, hvor vi har skrevet tekst og udviklet grafisk design.

Kathrine Simonsen, Stagis' nye PR- og kommunikationsrådgiver

Det glæder mig at kunne introducere Kathrine Simonsen. Hun har siden den 2. februar arbejdet som PR- og kommunikationsrådgiver her hos Stagis. Kathrines indblik i medieverdenen kommer blandt andet fra kommunikationsarbejde for nogle af Danmarks største kulturbegivenheder og en uddannelse som journalist fra DMJX.
Kathrine har været pressechef for CPH:DOX og senest presseansvarlig hos Roskilde Festival, hvor hun udviklede og systematiserede arbejdet med pressen og deres framing af mediedækningen. Hun har også været kampagneleder for Obama-kampagnen i Ohio i 2012 og arbejdet med public affairs hos Den amerikanske ambassade på Østerbro.

Kathrine skal fremadrettet hjælpe virksomheder og organisationer med at udtrykke og leve deres brand gennem udvikling af kultur, design og kommunikation. Særligt hendes erfaring med at motivere frivillige og borgere har udmærket hende.

Frivillighed og borgerinddragelse

Kathrine skal blandt andet arbejde sammen med kommuner, hvor frivillighed og borgerindragelse er centrale begreber. Stagis har tidligere hjulpet eksempelvis Varde kommune med en visionsprocess, hvor borgerne i Varde vedtog en ny vision for kommunens fremtid. Så ikke alene kan Kathrine bidrage med en imponerende erhvervserfaring, men også en ekspertviden der er meget relevant for Stagis.


On February 2nd, Kathrine became Stagis’ new PR- and communications adviser. She has a sound background in journalism; graduating from the Danish School of Journalism, and has worked at Ritzau, the biggest Danish news agency.

She worked as Head of Press at CPH:DOX, Copenhagen’s International Documentary Film Festival. Most recently, she has worked as Press Manager at Roskilde Festival, Northern Europe’s largest festival. She has also worked in public affairs at the U.S. Embassy in Copenhagen, and as field organizer for the Obama 2012 campaign in Ohio.

Everything is awesome when you can sell toys to grown-ups

The LEGO Group announced its best annual financial results on February 25th at a press event in Billund, Denmark. An increase in sales by 15 percent in 2014 resulted in an operating profit of 9.7 billion DDK. A result so satisfactory, it was presented by the CEO in song: “Everything is awesome.”

A few days earlier and 8,600 kilometres away from Billund, in the San Francisco Bay Area, a man in his 30’s who calls himself JANG celebrates his own milestone: His YouTube channel of “adult-friendly LEGO set review & custom build videos” reaches 300,000 subscribers. He is one of thousands upon thousands of adult fans of LEGO, who enjoy buying, building and bonding over plastic bricks, a group that identifies itself as Afols (Adult fans of LEGO).
LEGO business culture Stagis press finacial results AFOL
The LEGO Group has embraced their adult fans in recent years with “expert” LEGO sets and communities, but that has mostly been a response to - and is not what actually built - the adult fanbase. When grown-ups enjoy products that are normally thought of as kids’ toys, it has a lot to do with the kind of values associated with the product and its brand.

Nikolaj recently met with one of the Danish adult fans of LEGO in a radio interview about what makes the toy attractive to grown-ups. They talked about the “dark ages” where teens step away from LEGO only to rediscover it later in life. And they talked about what makes it attractive once again after the adolescent dark ages.
LEGO business culture Stagis press finacial results AFOLThe multicolored bricks have a strong value proposition, which has nothing to do with the actual toy. Instead LEGO sets are about “creativity, imagination, the joy of building, and the pride of creation”. LEGO takes a step back from the physical product, to focus on the values behind it. This enables the toy company to make product that are attractive not only to their core target audience, but also far beyond.

This process requires a thorough understanding of the aspirations and needs of consumers. If companies are to align their underlying values with consumer aspirations, they need a comprehensive understanding of their own company’s culture. The story of LEGO is the story of a refocus on the core values and the identity of the company.

Culture shines through
Ask any employee in any company and they can tell you something about the culture of their workplace. Ask two employees in the same company and there will be some overlap in their answers to the question. But using cultural values like creativity or imagination as the core values of your products requires more than a gut feeling about the culture.

It requires a formalization of a company’s business culture to form a condensed and comprehensible core. Identifying cultural strengths and working systematically with business culture is one of the ways Stagis helps companies stand out.

Getting to the core of the company
Asking every employee about the culture and finding overlap is not enough. The culture is much more than the things we think about and are reflected about; it’s deeper and broader. Broader ind the sense that it’s also based on the physical place, the operation procedures, the products, the service, the relationship to customer and a million other things. The warranty policy, the employee handbook and the contracts with suppliers are all artefacts that shed some light on the culture.

But while all of these things are part of the culture, the interesting aspects of the culture is a layer deeper. Identifying relevant artefacts, patterns and ideas requires a certain gaze. A gaze anthropologist and ethnographers have developed in the scientific study of culture. Getting at the interesting deeper layers of the company culture requires a sensibility for understanding culture and more exact a sensibility for understanding culture in this specific context.

When we identify authentic strengths in a company, we focus on the deep shared layer of culture in the organization. We also focus on the aspects that are relevant for employees, customers and other stakeholders. There are many aspects of culture at LEGO.

For JANG and other fans of LEGO, some of them are more important than others. Focusing on relevant aspects that resonates with customers is essential; in the way the company operates, the way it communicates, and the way it acts. Using it to guide communication and practice requires a deep understanding and a formalization.

The LEGO Group’s formalized LEGO business culture Stagis press finacial results AFOLaspirations, promises and values form the basis for an experience with the company’s product that appeals to both their main target group of children and adults like JANG. And it shines through in their products and in the joy of adult LEGO fans.


En stor skare af voksne fans af LEGO viser produkternes styrke. Når en virksomhed som LEGO fokuserer på grundlæggende værdier som kreativitet og fantasi, appellerer produkterne bredere end til kernemålgruppen. At bygge value proposition på værdier kræver en god forståelse af markedet og en systematisk tilgang til, hvordan man arbejder med organisationens værdier. Nikolaj Stagis var en del i medierne. Han mødte blandt andet en Afol i Radio24Syv og talte om autentisk identitet, og hvordan den smittede af på et legende pressemøde, i JydskeVestkysten.

Ny projektkoordinator hos Stagis

Stagis er stolte over at kunne præsentere Mathias Veis. Han er Stagis' nye projektkoordinator og skal assistere bureauets konsulenter. I tråd med vores plan om at vækste skal han også gennemføre PR- og kommunikationsopgaver for kunder, men også Stagis selv.
Mathias har arbejdet som retorisk rådgiver ved TEDx KEA, været ekstern konsulent hos bureauet toft kommunikation, presseansvarlig på online-avisen Afrika360 og været projektkoordinator for den internationale uddannelsesorganisation Humanity in Action. Desuden har han læst retorik på Aarhus Universitet og har spenderet en sommer på Harvard.


I'm pleased to introduce Mathias Veis as our new project coordinator. He will work with Stagis' consultants. Mathias has an educational background in rhetorics from Aarhus University and has previously worked as a rhetorical adviser at TEDx KEA, external consultant with the bureau toft kommunikation and project coordinator at the educational organisation Humanity in Action.

Det klare design: Ny erfaren designchef i Stagis

Jeg er glad for at kunne fortælle, at vi fortsætter med at styrke teamet i Stagis med nye, dygtige folk. 1. februar overtog brand designer Magnus Dinesen ansvaret for vores designløsninger i rollen som design director. I forlængelse af Stagis’ strategi om at vækste og udvikle brand identiteter, vil Magnus skabe design, der har forretningsstrategi det klare koncept som omdrejningspunkt.

Magnus kommer senest fra en stilling som senior designer hos Creuna, hvor han blandt andet har hjulpet kunder som PFA med at styrke deres digitale tilstedeværelse. Hos Make® stod han i spidsen for at re-brande accessory-virksomheden Becksöndergaard, et samarbejde, der førte flere priser med sig. Derudover har Magnus over en tre-årig periode hjulpet ISS med med at formidle deres brand digitalt.

“Det er spændende at koble forretningsstrategi sammen med et gennemgående visuelt design for at skabe og udtrykke den gode idé. Og netop hos Stagis ligger der et fokus på at formidle viden, så folk kan forstå det. Det er Stagis rigtigt gode til,” siger Magnus om rollen og valget af Stagis.

Når virksomheder ønsker at udvikle deres brand og søger at få sammenhæng mellem strategi og implementering i organisationen, mener vi i al beskedenhed, at Stagis er blandt de førende rådgivere. Igennem de sidste ti år har vi positioneret os som strategi- og brandeksperter og derfor er udvidelsen af Stagis' team med Magnus både en naturlig forlængelse af den udvikling vi har været igennem og et løft af vores arbejde med at designe brands fra kælder til kvist. 

Når virksomhedens sjæl bliver håndgribelig
Vi arbejder særligt med autentisk identitet, hvilket også betyder, at vi sætter en ære i at omsætte virksomhedernes selvforståelse og idéer til noget håndgribeligt. Når man møder et brand, skal man kunne se på overfladen, hvad det er for styrker og særlige egenskaber i organisationen, som adskiller brandet i markedet. Designet skal altså ikke bare være pænt, men bygge bro mellem det funktionelle, virksomhedens iboende identitet på den ene side og det æstetiske på den anden.

En god corporate brand-strategi er helt afhængig af dyb analyse af virksomhedens autentiske styrker, en stærk forretningsforståelse og en evne til at omsætte disse indsigter til nyskabende, cutting edge design, hvilket Magnus formår. Magnus har erfaring med at omsætte, formidle og designe komplekse identiteter og viden på et meget højt niveau fra både Creuna og især Make® og derfor vil han kunne udvikle både Stagis og rådgive vores kunder, og derfor valgte vi ham til stillingen.

I løbet af de kommende måneder vil du komme til at se mere til Magnus, både her på bloggen og på og da en af Magnus' mange opgaver er at relancere Stagis på alle digitale platforme. 


Stagis hires new Design Director Magnus Dinesen, who will continue Stagis’ tradition of incorporating designs that are conceptually clear.

An experienced designer, with more than ten years in the business, Magnus has previously worked at Make® and Creuna, where he not only helped clients strengthen their digital presence, but also re-branded companies entirely.

En IT-supermagt baseret på en kerne af opfindsomhed

Apple som brand drejede sig i mange år om Steve Jobs. Efter hans død er det lykkedes at videreudvikle brandet og slå flere økonomiske rekorder.

Virksomheder som Apple opfattes på sit felt som så originale, at det virker, som om de agerer på deres eget isolerede marked uden konkurrenter.

Apple er blevet en it-supermagt, skriver Politikens økonomi-sektion i dag. Min chef Nikolaj Stagis er interviewet og fortæller lidt om, hvordan det er lykkedes Apple at holde fast i kernen  - også efter Steve Jobs’ død.

Det er en af de virksomheder, der bliver beskrevet i bogen Den autentiske virksomhed, som er skrevet af Nikolaj. Den autentiske identitet danner grundlag for at skabe vækst og profitabilitet. Det er nemt at se i disse dage, hvor Apple igen og igen sætter økonomiske rekorder. Blot to uger efter at Apple kunne fremlægge det største kvartalsoverskud i verdenshistorien, passerede virksomheden tirsdag endnu en historisk milepæl på børsen i New York. En stigning på knap to procent var nok til at sende Apple op over et lukkeniveau på 700 milliarder dollar i markedsværdi for første gang i Apple - og noget selskabs - historie. Omregnet til danske forhold er det 4683 milliarder.

Apple er dermed endnu en gang med til at slå deres position som verdens mest værdifulde selskab fast. Det er blandt andet lanceringen af betalingsservicen Apple Pay, der har været med til at bidrage.

Apple er om nogen lykkedes med at skabe identifikation og dermed et engageret community omkring brandet.

Og hvordan klarer Apple så tiden post-Jobs? Markedet er udvidet, og kineserne køber også de dyre produkter. Apple går forrest i kampen mod klimaforandringerne ved at investere i et solcelleanlæg i hjemstaten Californien. Det koster 850 millioner dollars og skal forsyne kontorer og butikker i staten med vedvarende energi. Det kommer også til betyde besparelse i Apples energiforbrug. Investeringen har endda har fået ros fra Greenpeace.

Det er en ledelsesmæssig ændring fra Steve Jobs’ tilgang til at være direktør. Markedet har reageret positivt på ændringen, senest med rekorden på børsen. Nok fordi den falder helt i tråd med den eksisterende fangruppes syn på vedvarende energi. Det er ikke bare sympatisk, det virker også troværdigt.

Markedet forventer nye produkter
Apple er nødt til at blive ved med udvikle sine produkter for at blive ved med at leve op til investorernes forventninger. Apple har tidligere udviklet sit eget marked med iPod’en, iTunes, iPhone og iPads. Spørgsmålet er, om det ur, der bliver lanceret til april, kan gøre det samme.

”De har i langt højere grad fokus på kundernes brugeroplevelse. Det ser vi blandt andet med musikhandlen iTunes, som revolutionerede distribution af musik, og ikke mindst deres nye satsning på betalingssystemet Apple Pay, hvor de så småt bevæger sig ind i finansverdenen. De er enormt gode til løbende at udvide deres forretning ikke bare med nye produkter, men særligt de nye services sprænger de sædvanlige rammer for en it-virksomhed,” fortæller Nikolaj Stagis.

Læs hele artiklen hos


As a brand, Apple has succeeded in escaping the orbit of Steve Jobs, developing the brand and setting numerous economic records. Today, Politiken’s economy section reported that Apple has become an IT-superpower. In the newspaper article, Nikolaj Stagis attributes Apple’s power to their ability to hold on to their core - even after Jobs’ death.

As one of the companies described in Nikolaj’s book, The Authentic Company, Apple’s authenticity is arguably one of the root causes behind their growth and profit. And on Tuesday this week, Apple passed yet another economic milestone, as the first U.S. company to close a market capitalization above $700 billion.

And with a dedication attributable to self-identification, the Apple fans-base has expanded in recent years: an emerging Chinese market and a greener approach has landed more devices in hand and delighted the existing fans.