As Haeger & Carlsson’s ‘Ticket to Ride Nordics’ train steamed into Oslo’s vibrant life science scene, discussions brew among top-level representatives from across the Nordic region around talent, our best ways to utilize talent, and whether top talent is shareable in our Nordic ecosystem. With voices from Sweden and Denmark, and rising stars from Norwegian biotech, the panel engaged in a dynamic exchange of ideas and perspectives, led by moderator Chelsea Ranger, known for her instrumental role in bolstering the Nordic life science ecosystem.
This is a big topic, and one of the most important discussions we can take in Norway precisely now. I feel a degree of awe when I look at what has developed in our ecosystem since I arrived in 2009. We’ve experienced an exponential curve, slow and steady for many years, with the past few having several ‘wins’ positioning us towards becoming a fully successful, expansive, and GDP-generating industry. It is precisely now that many of us feel an urgency to secure the foundational pieces we have been missing, pieces that are crucial to ensuring our success and sustainability. Talent is often at the center, both the ability to tap into latent talent within our borders, as well as foster an environment that attracts top talent and keeps them invested. There are many initiatives tackling this agenda on many levels. Personally, I like to focus on the fact that we each individually have a role to play, and it begins with asking some potentially uncomfortable questions about ourselves and the organizations we lead. I would like to see us be more willing to talk about what works and what doesn’t. I don’t take it lightly because this isn’t an easy thing to do. We are all deeply invested – in our work, our success, the well-being of our industry – and admitting that we can do better is hard. At the same time, our industry is at a precipice and, from here, we are really poised to launch if we get it right, right now. That’s where I think “Ticket to Ride Nordics” acts as a central call to action – and with action towards finding and integrating our existing talent, and securing new talent, we secure our own future.
I appreciate the friendly rivalry that characterizes our Nordic divides; it adds a jovial and endearing touch to our shared identity – and shows that our differences can also be what binds us. Yet, when I think about the reality of sharing professional talent across our borders, I see big challenges. It is well-documented that Finland, Sweden, Denmark, and Norway are grappling with substantial talent shortages in several industries, including tech and life science. This issue is not unique to our region but rather part of a global phenomenon influenced by various factors and exacerbated by today’s geopolitical situation, and we are not insulated from it. The good news is, there always a solution to be found – and I think our panel will propose a few ideas that have merit. Ultimately, the key is, we must be creative and think outside the box, and I think we in the Nordics are pretty great at that. I am optimistic.
Funny you should ask, because this has been the topic of many of my recent conversations, and not isolated to seniors. The way we operate as workers in society is changing as a whole. Many of us want more autonomy, remote availability, trust without micro-management, diversification of our activities and network. Also, in unstable environments with pandemics and wars, hiring slows, which makes the opportunity for consultancy and interim or part-time employments ripe. There is some risk, yes, but I’m not sure that I believe that such employment options will or should reverse. There is a lot to be said for being a dedicated, integrated part of a single team. And yet, many of us who wear multiple hats are just as deeply invested and engaged, even as we cross borders in our work. So, I guess my short answer is yes – I believe we can and should create less risky environments that support those with specialized skills in engaging multiple agencies or environments.