I have just returned from a short trip to Bergen in Norway, to visit an old university friend who now works over there. The region around Bergen, including Øygarden, the Jotenheimen Mountains and Balestrand (the architecture of which was 'borrowed' by Disney for the film 'Frozen') was awe-inspiringly beautiful, but the prices were eye-blisteringly high - just to look at a restaurant menu might leave scorch marks on your retina.
On my way back, I picked up a postcard (published by www.naturkultur.no) which purports to give 'Viking Laws' (see right). These laws, which are grouped under 'Be brave and aggressive; Be prepared; Be a good merchant; and Keep the camp in order,' might be a perfect list of edicts to conduct good business, including business in the gypsum and insulation industries, and might also be usefully applied to our own lives.
'Be brave and aggressive' has certainly worked for a number of the multinationals, as they have accreted smaller rivals into their organisations. It has also worked for Knauf, which, as a private company, can move with dazzling speed to colonise new territories - something that the Vikings would have been proud of - with new wallboard and insulation factories.
'Use varying methods of attack' applies to both gypsum and insulation industries - the rate of innovation in both sectors is impressive and companies seem to be open to new approaches to old problems. I've been impressed by some companies (particularly in insulation) that, seeing that their portfolio of product offerings is not 'complete' for what their customers are asking, develop/grow/buy production capacity in product sectors that their competitors feel are 'theirs.' Perhaps this only applies when the barriers to entry in the industry are low enough (and when synergies with current products are high enough).
'Be prepared' is a good rule for anyone - As an old Spanish saying goes, 'When they bring you the donkey, be ready with the rope.' 'Find good battle comrades' is a fine adage, but difficult in practice. The oft-derided HR ('human resources') departments of the multinationals are actually critically important in steering the ship - after all, they determine who will be the oarsmen on the vessel. Choosing one chief is obvious - but it is peculiarly often that we see more than one chief in charge - particularly after a merger...
Being 'a good merchant' includes finding out what the market needs and then charging a fair price. It is not the fault of the wallboard and insulation industries that the demand for their products can swing wildly from boom to bust: The price for their products will simply reflect the demand for them - or more accurately the balance between supply and demand.
Do these industries 'keep their camp in good order'? For the most part they do - although perhaps with the lash of the local or national regulators at their backs - and in some countries they even lead in environmental technology in industry.
'Consult all members of the group for advice' sounds like good practice, but is certainly impractical in a group with 100,000 employees.
Now, can any of these Viking Laws be applied to how we might conduct ourselves - and how we interact with our families? 'Arrange enjoyable activities which strengthen the group' sounds like a good start!
