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customer & business strategy

Working tirelessly to understand how new technology changes peoples’ behaviors and habits, how this creates new business opportunities and how to leverage them.


Input Variables

I’m trying to help organization figure out what kind of data to put into their organizations to make them tick. And working on this problem I get the impression that there is a growing gap between what organizations want to become and what data they put into their organizations to get there.

If a company is feeding itself on poor data and poor insights, or old data and old insights. Wouldn’t that just set the company up to believe they are doing a really good job at meeting the future, but in reality they are just solving old problems?

Currently we are at a loss because we are trying to fuel our organizations and our processes with the wrong type of data.

"Helge’s gift is his ability to filter out the essence and provide a meaningful point of reference when working to solve complex problems." - Client

Fit for uncertainty


In a world where the only thing certain is uncertainty a fail-safe culture of processes, planning and strategy is suffocating companies ability to compete.

There is no lack of talent, imagination or initiative. What organizations struggle with, especially those heavily affected by a distributed economy, is its ability to run experiments.

Companies have to pick a few out of hundreds of ideas, and invest heavily in fail-safe processes that eight weeks or 18 months later prove to be no more safe or successful than any random shot in the dark. 

The solution is not to hire over confident consultants but to develop a culture of experimentation with an accompanying toolbox. Where all the assumptions cultivating ideas can be tested at little to zero cost.

In a world of uncertainty not even the customers know what they want until they have it. So how do you give it to them without producing it, how do you capture their response without inviting them to a test?

I help companies devise and run experiments, develop a toolbox and a culture of experimentation. To make them fit for the digital or distributed economy. To make them fit for uncertainty.

Customer strategy


I perceive the world as a system of people, technology and organizations that are constantly absorbing and adapting to each other. 

The role of business is to understand which processes and outputs are producing value at any moment - and to keep aligned with the demand patterns of its customers and employees.

The role of business organizations 


People find themselves in situations where they need to hire a process to enable a behavior to reach a certain outcome. They hire products and services because of the processes these offer that allows different types of behavior.

These processes are themselves limited to what the current technology can offer. And hence people’s behaviors are limited to and enabled by the technology that is available.



"Our mission is to help organizations in building and evolving their own design-focused disciplined methodology to transform business innovation into a systematic approach to produce desirable outcomes, embedded in everyday company’s activities."

"Int. is a company with experienced business developers and award-winning designers that solve complex business challenges with efficient digital solutions. Int. is based in Norway with offices in Oslo and Stavanger, and work for large and small clients globally."



I write and publishes articles on customer strategy, business strategy, ux and business developmen on my blog

I write and publish short form ideas, snippets and recommended resources on my medium publication Everything New Is Dangerous.


Introducing myself to the Creative Summit conference Jun 17' where I'm invited to discuss organizations and the input variables that shape them.


«Customer Strategy means gathering, cultivating and distributing knowledge about the customer throughout the organization. So that any talent and every team instantly can make their own decisions based on emerging customer needs - not having them depend upon or wait for an organizational structure.» - Helge Tennø

Some of my writing and presentations on customer strategy:

Underestimating What Your Customers Can do for your Company

Companies are prone to unconsciously hold a very limited view of their future. Seeing the world from a technology, market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked. Doubling down and settling for certainty rather than curiosity becomes a major hurdle, and especially if core components in the value chain is under pressure as a result of digitization (1). A new breed of Customer Strategy seems to be a surprisingly accessible solution to the problem.

The Customer Is The Strategy

Customers are becoming an increasingly important strategic asset for companies (1). This complicates things; because managerial theory and practice have told companies for decades to keep customers on the outside (2)(3). This has created a gap between companies and customers, so wide that it is hard to find measurable indicators demonstrating that creating customer value is beneficial for the company.

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Presentation: The Customer OS

Why digital isn’t digital and customers hold the key to your future

What Fuels The 21st Century Responsive Organization

We are redesigning our organizations to fit the 21st century. We are configuring them for learning, flexibility and adaptability. To unleash the wealth that is existent in their talents and teams and reap the rewards. But in order to build a responsive organization it needs something to respond to – it needs 21st century fuel.

Customer Strategy

There are strategies for sales, communication, marketing, media, online, business, mobile, retail… almost anything, with the exception of those the strategies in the end are for; the customers.

Customer as strategy




m: +47 913 020 69
skype: helgetenno



mob: +47 91 30 20 69
skype: helgetenno