"Half Double gives companies momentum.”

What was it about the ambition to develop a new project model that made Project Half Double interesting from the Danish Industry Foundation's perspective?

It was a combination of several different factors. The most obvious was probably the frustration that efficiency improvements and new technology had led to significant productivity gains in those areas of industry that are – rather caricaturally – referred to as blue collar. In other words, the areas of work that are very close to production.

But in what could be called white-collar work, virtually nothing happened. The same productivity leap had not occurred among managers and project managers as it had on the factory floor – and that called for action.

Since then, the Half Double methodology has contributed to projects being completed more quickly and bringing about greater positive change. And this is, of course, an important step on the road to higher productivity and stronger competitiveness in Danish business, where many employees and funds are allocated to implementing projects and where, for example, innovation processes, implementation of new technology and expansion into new markets depend on strong leadership with a focus on progress and results.

What role has the Foundation played in the development of the Half Double methodology – and why did you choose to support this particular project?

As a foundation, our work always begins with listening and understanding. What challenges do Danish companies face, and how can we overcome them?

With that as our starting point, we try to solve challenges and make an impact in many different ways together with many different partners.

And just like today, productivity challenges were also high on the business agenda 10 years ago.

One of the areas where there was great potential for improvement was in project management. So when a number of experienced project managers, with insights from different companies and industries, came and presented the ideas behind the Half Double method, it was not difficult to see the opportunities.

The idea developers included both theorists and practitioners, and the project was also based on research and continuously measured the method's effectiveness. All in all, it was a worthy cause and a competent consortium that could take on the task of developing, testing, documenting and disseminating the method so that many Danish companies could benefit from it. These are all factors that we value highly, and in light of this, the fund chose to get involved in Half Double.

What do you remember most about the early days of Half Double?

There have been many discussions and considerations over the years. One thing that has come up regularly – right from the start – is the enthusiasm among practitioners. That is, among project managers throughout the Danish business community.

Firstly, we have repeatedly received positive feedback simply because we decided to look specifically at project management. Sometimes it is a management discipline that is overlooked or a skill that is taken for granted. But all project managers know how difficult it can be to manage projects and achieve success with them. So in that light, fortunately, many people were pleased that we saw project management as an important path to increased productivity and competitiveness.

In addition, many project managers have also spoken positively about the method itself, because it paves the way for the project manager to make a big difference and play a major role in the progress of the project. To put it simply, the feedback from many practitioners has been positive because Half Double tries to minimise all the coordination, meetings and worthless reporting, so that the focus can instead be squarely on human interaction, concrete action and value-creating behavioural changes. This has been well received by project managers, which we greatly appreciate. After all, it is largely the project managers who bring the Half Double method into companies, so without them, only a few companies would be able to fully benefit of the methodology.

Was there a moment when you thought, ‘This actually works’?

I don't think there was one specific moment when it dawned on us. It was more a series of business cases, evaluations and feedback from users of the method that collectively created a picture that the Half Double method is something special.

Follow-up research has also shown that this high impact in a short time is not just hot air. On the contrary, it is a methodology that works and has been proven to do so.

From your perspective, what makes Half Double particularly relevant today?

A significant portion of Danish business competitiveness is generated through projects. Research activities are often project-based, product development and the introduction of new products take place through projects, new technologies are often implemented in project processes, and when companies enter new export markets, these are also projects that must be well managed in order to succeed. Project management is therefore a key element in the success of companies.

It is also true that projects exist in almost all companies. Whether you are a small manufacturing company installing two new robots in production or heading up the construction of a new wind farm in France, it often takes place in project processes that are crucial to the future growth of the company in both cases.

And in these years, when new technologies, especially artificial intelligence, are flooding the business world, it is a great advantage when companies are able to quickly and successfully grasp and exploit these technologies. This requires project management with a focus on speed and momentum – and that is exactly what Half Double delivers.

In this way, good project management is relevant for all companies in the Danish business community, regardless of industry and size. And that is why it is, of course, also relevant to use management methods that work, such as the Half Double method.

One of the great features of Half Double is its adaptability. The method is flexible enough to be incorporated into or supplement other project management universes. It also works well across cultures. In a world where Danish companies are involved in numerous projects and collaborate in international partnerships, it is useful that project management can be exercised across national borders and in parallel with other management methods. This increases the likelihood of success for projects in an international context. And it is relevant for Danish businesses that regularly hire foreign employees and operate extensively outside Denmark.

If you could wish for anything for the future of Half Double – what would it be?

The Half Double methodology was developed by project managers, for project managers. So my wish would be for as many project managers as possible to embrace the method, get trained in it, and bring it into the business world. That’s where the method truly belongs – helping to implement ideas that drive growth.

I also hope that even more companies will choose to adopt the methodology and give it a try – and hopefully succeed with it. If they do, Half Double could become their preferred leadership and working approach when executing projects and implementing new initiatives. And if we are to trust the measurements and evaluations conducted so far, that would significantly improve value creation in Danish companies – which is something I would very much like to see.