Siri is a supporter of new ways of working. The world has major technical breakthroughs such as AI and automation that affects the way we do our jobs. In such a raplex world, we all need to take responsibility for keeping us updated and secure daily learning. We also need to be empowered to directly use the new knowledge and solve business challenges continuously. Siri´s mission is to help individuals, teams, and organizations to create a growth culture, empowering leadership, and cross-functional collaboration. And alongside this work build a strong internal and external brand by communicating the culture in a way that activates ambassadors. Siri does this through prestudies, consulting, training, inspirational speeches, and moderating events. Example of customers are Sveriges Radio, Uppsala Kommun, Svensk Handel, Capio, Löfbergs Lila and Region Skåne.

Siri is a recurring columnist in "Chef" which is Sweden´s largest magazine for leaders. She writes about how digitalization increases the need for modern leadership, open culture, constant learning and new ways of working.

Siri Wikander works as a professional advisor and offers guidance in culture, leadership, and learning. She specializes in enhancing leadership skills, fostering the development of independent teams, and devising strategic plans for employee and leadership development, trainings and meetings. Siri is keeping abreast of the latest trends and research in the future of work. Additionally, she provides insights to management teams on crafting effective employee strategies that align with and support the broader objectives of their organizations.

At IDG by InNature, we believe that a sustainable world is created by people who think and act long-term and that organizations and companies can be a force to accelerate that transition. IDG (Inner Development Goals) is a behavioural framework inspired by modern research, designed to help individuals and organizations address complex challenges and achieve the 17 UN Global Goals.We train HR, business developers and management teams to become IDG practitioners, so they can act as intrapreneurs and help their organizations achieve their social, economic and environmental sustainability goals. We do this by delivering lectures, workshops, coaching individuals and groups, and running IDG networks.

We are a group of scientists, consultants and practitioners brought together through a shared endeavour – to work for a more sustainable, productive and healthy work life – a smarter work life, quite simply!With diverse backgrounds, perspectives and expertise, we work together to create and spread insights, and to drive change.Our goal is to promote a work environment that balances productivity, well-being and sustainability - for both people and planet.

Siri is a strong believer in collaboration cross functions and is an active member of Bergh's Pedagogical Advisory Board which is a forum for developing and improving Bergh's pedagogy as well as honing our delivery of high quality education. Since Berghs has over 800 teachers in one year who are all professionals, Berghs continuously wants to offer support to them to develop as educators. The Council consists of external people with expertise in HR, architecture and entrepreneurship - and all with a connection to teaching and pedagogy. We believe that we need a broader perspective to develop and meet the needs of lifelong learning.

Siri combines her strategic HR and communication competence with digitalization to build a strong culture and brand. "Customers will never love a company until employees love it first". The focus is right now on implementing a social learning and communication platform, leadership development (based on collective intelligence), #inspiringservice and employer branding. The new Employee Value proposition ”Bring your culture, build ours” is based on the Scandic culture and supports the customer brand. Together with a new marketing toolbox, this is a great help to attract more than 8 000 hires/year. Siri speeds up digitalization by supporting flexible ways of working and pilots where you learn fast. It is her strong belief that employees and leaders excel in a feedback culture where you are encouraged to be bold and learn from mistakes. The gig economy is exploding, the hotels are open 24/7 and temporary teams are part of everyday life. A collaborative culture is more important than ever. This means that a great culture, empowering leadership, and behaviors that make customers happy are something she and her team are passionate about and try to develop every day. To be successful in her work Siri executes surveys and analyzes small and big data cross-referenced from different sources to identify gaps and decide on action plans. Siri is a member of Scandic’s HR leadership team where the functional strategy for HR is formed.

During her time at Hemfrid Siri and her team implemented a social intranet (Workplace by Facebook), employee behaviors that drive customer satisfaction, performance reviews, training programmes for sales personal and leaders, CUBIK tests and workplace training for home cleaners. It is her strong belief that employees and leaders excel in a feedback culture where you are encouraged to try and to learn. This means that culture, leadership and behaviors that make customers happy were something she and her team were passionate about and tried to develop every day. To be successful in her work Siri executed surveys and analysed big data to identify gaps and decide on action plans. Siri was a member of Hemfrids company management where the functional strategy for the company is formed.

Siri´s job was about creating one Axfood culture that was well known to potential employees, employees, leaders, customers, suppliers and investors. It is her strong belief that employees thrive in a company with really good leaders and a strong feedback culture. Therefore her job was to build a strong employee brand, accelerate digitalization, improve recruiting and learning processes. This means that culture, diversity, leadership and internal career possibilities was something she and her team were passionate about and tried to develop every day. To be successful in her work Siri executed surveys and analysed big data to identify gaps and decide on action plans. Siri was a member of "HR Ledningsgrupp" and "HR Styrgrupp" where the functional strategy for Human Resources was formed. All Siris responsibilities required close cooperation with the company boards and the Axfood Academy. For those working with HR it might be interesting to know that Siri was responsible for the internal Job Catalogue and the Organisation structure in the HR-system Success Factors.

Siri supported the merger of 800 legal entities that needed to be minimized into five. She also acted as a gate keeper to avoid sub optimization and support uniformity and interaction. This task taught her all about diplomacy. Her job was also to act as central connection point for all HR-specialist and HR Business partners to make sure that leaders and employees had all the information they needed regarding HR Processes. During this time Axfood started to actively work with social sustainability and diversity. It was Siris responsibility to communicate and include diversity in all HR-processes. During this period Axfood was reward the diversity company of the year. Siri was on the team when mowing to activity-based office and the start-up of a HR Shared Service Center.

Siri´s job was to set up and hold leadership training programs for our upcoming store manager (talents), our externally recruited talents and for our new and experienced leaders. The Axfood Academy had just been founded so everything was invented from zero. During this time Axfood also started up their ambitious e-learning program. Today 13 000 employees, spread all over Sweden, take an e-learning course every 15 minutes. 2006-2009 Axfood rolled out their culture change program from top management to all employees with over 100 change leaders. Siris role was to coordinate, support the change and facilitate cooperation.

For six years Siri successfully run her own business. Her customers were mostly fast-growing IT-companies that needed to recruit engineers. She developed ways to identify necessary IT-skills both with tests and with group assignments. She helped companies develop their EVP. During 2002-2003 Siri also worked part-time as an Out placement consultant at Antenn AB and coached CEOs to make necessary changes. She also taught at TBV/Sensus.

Siri taught Human Resource at a evening course for adult professionals that wanted to become certified Human Resource Business Partners. Her areas were recruiting, outplacement and change.

Siri´s job was to help groups and individuals that recently had been redundant. That included both teaching and individual coaching. The success rate was high. Over 80% of my candidates find a new employment or started to study within six month.

One CEO, one Marketing manager and one Sales Manager (Siri) descided to start up a company called MN Infocenter. Their idea was to sell research databases to R&D intensive companies and organizations. For eight years MN Infocenter grow rapidly selling databases first on CD-ROM and after 1993 via Internet. Since the technology was new Siri held a lot of seminars for customers. Her title was Sales Manager but in reality all three did everything that needed to be done. 1997 MN Infocenter merged with their main competitor and everybody had to learn how to deal with change management. Siri often recruited new staff and this is where her interest for People and Culture started. She began taking evening courses in Human Resource and Labour law to make her self ready to start her own company.