Martin Burns

Håkan Lövén

Meet Håkan

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What I Do

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  • Organizational development
  • Change management
  • Leadership- and group development
  • Agile leadership
  • Off-shore organizations
  • Coach
  • Tutor
  • Advisor
  • Trainer
  • ITIL
  • Agile
  • Scrum
  • Lean
  • Kanban
  • Performance management

Recent Work

Selected Events

Selected Engagements


Viasat TV to Go


Programme Manager: Emerging Products

Delivery leader across a portfolio of products, including the successful launch of TV To Go across three countries, reporting to Head-Of and C-level executives.

Candy Crush Soda

King Logo

Interim Scrum Master: Candy Crush Soda

Coaching two of the game’s four teams as it moved from a highly confidential project, through its beta launch.



Delivery Leader: IBM Custom Development & Support Services

Leading the delivery and commercial management of multiple contracts for a 50 person multilevel team in the UK and India.

RBS: The Royal Bank of Scotland

RBS Retail Bank

Programme Scrum Master: Electronic Customer Review (eCR)

Contract Agile Coaching role for a large, distributed programme team delivering a portal application, in the first significant Agile delivery in RBS Retail Bank.

Coaching Customers

IBM Logo

Lean Coach: UK & Nordics Global Services Accounts

Coach to large outsourced delivery organisations delivering Application Development and Support Services into major customers.

Recent Writing

Reduce the law of least resistance – a little bit different approach to change management

Humans as a species are open to change (full stop). Just as Charles Darwin decreed; It´s not the strongest who survive, but those who adapt. How open to change a person is, that can always be subjectively discussed, and to some extent also measured. But that’s not what’s important. Force of habit When I face a choice to continue to do as before, or to operate in a different way, my brain semi-consciously calculates it for me in a flash. The formula is quite simple; what will it mean to change my behaviour, or not? Or more correctly; what positive and negative impacts will I experience on the basis of the two options? Unfortunately, the brain will not be quite fair in its assessment. What I have done before has an advantage over the new; I´m aware of what it is now — I’m used to it. One example was when I was supposed to replace my old laptop. I really enjoyed my traditional 15-incher, while I wanted a smaller 13-inch ultra-book. I partly resisted because I would have to go from Windows 7 to Windows 8, and I had both read and heard that Windows 8 was “complicated”. Complicated in this case was my subjective translation of “wasn’t used to it.” After several weeks I realised that I dodged my situation even more, by using both computers for different tasks. So I forced myself to get rid of the old one. In the example above, I only had to handle myself. So how can we handle others when we want them to change their behaviour? First and foremost,... read more

What Categorises a High Performing Organisation?

The essential characteristic of a high-performing group, or organization, is its high propulsion, agility, innovation, and job satisfaction. Have we heard of these fantastic conditions before? Absolutely! Have we seen them well anchored and sustainable exercised? Not so sure… The goal for this post is to give you an insight into not only what, but also how to incorporate a more efficient way of work in a group or a whole organization. The challenge Most of the corporate businesses, if not all, marketing their services and products based on trends and needs – they are market oriented. You would probably agree that this is a prerequisite for a company to survive at all. And if they want to go from survival to profitability, the organization must also take their business plans from the present into the future, and dynamically execute the same in real time. All this is well known. But what about the organization itself? How does it look between business promoters and those who supposed to implement these initiatives? Unfortunately it is not as common to create harmony between the organization and the business, and by that business and organizational development gets out of phase. There are many reasons for this, where the most common is about habit and security. When it comes to organization development, we have taken the habit to require well-defined future conditions of the organization to be developed. Historically, this has been an obvious target, which gives the feeling of security. An imminent danger today is that this security creates inertia. First, the change in the project, but also later in the group... read more