Culture that matters – the CHRO perspective

At Days of Play 2026, Anne Grønbjerg, Christina Gadeberg, and Dorthe Rønnau, three CHROs of leading Scandinavian companies, shared perspectives in an informal talk on the changing role of people, leadership and culture.

This is a summary of their conversation:

1. Alternative paths to the CHRO role

A striking commonality across the panel is that none of the CHROs initially set out to work in HR. Their journeys began in fields such as finance, engineering, operations, or broader business roles. Over time, they were drawn towards HR because of a growing interest in people, leadership, and organisational impact.

This reflects a broader pattern where HR leadership is increasingly shaped by individuals with diverse, business-grounded backgrounds rather than purely functional HR expertise.

2. HR has evolved from a support function to a strategic driver

The perception of HR has undergone a significant shift. What was once seen as an administrative or even secondary function is now expected to play a central role in shaping and executing strategy. However, this transformation is not automatic – HR must continuously demonstrate value by contributing directly to business outcomes.

Today, HR is a strategic partner rather than a support service.

3. Leadership success is shifting from skills and knowledge to behaviour

While technical and professional expertise remains important, it is no longer the defining factor of leadership success.

The panel emphasised that how leaders behave, how they engage, listen, and respond, has become more critical than what they know. Qualities such as curiosity, empathy, and the ability to connect with others are increasingly seen as the true differentiators in effective leadership.

4. Leading in uncertainty requires emotional grounding

In a world characterised by rapid change, geopolitical tension, and technological disruption, leaders play a crucial role in creating stability.

The CHROs highlighted the importance of remaining calm under pressure, maintaining optimism, a sense of togetherness, and providing clear direction. Leaders must act as anchors for their teams, helping them navigate uncertainty without becoming overwhelmed by it.

5. Vulnerability builds trust and dialogue

A key theme was the growing importance of trust and vulnerability in leadership.

By openly acknowledging that they do not have all the answers, leaders create space for honest dialogue and collective problem-solving. This approach fosters trust and psychological safety, enabling teams to engage more openly and contribute more effectively.

6. Leadership is collective, not individual

The traditional notion of the individual “hero leader” is paving the way to a more collective understanding of leadership.

The panel stressed that leadership is a team effort, where success depends on collaboration and shared accountability. This shift requires leaders to involve others more actively and to see leadership as something that happens across the organisation, not just at the top.

7. Culture is behaviour – not a programme

Culture was described not as an abstract concept or a standalone initiative, but as the sum of everyday behaviours within the organisation. It is shaped by what leaders do, what they prioritise, and what they tolerate. Small, daily interactions – such as how people greet each other or recognise contributions – are just as important as large-scale initiatives in defining organisational culture.

8. Culture must be tightly linked to strategy

For culture to have a real impact, it must be closely connected to the organisation’s strategic goals. Treating culture as a separate project risks making it irrelevant or superficial.

Instead, effective organisations build on their existing cultural strengths and align them with strategic priorities, ensuring that culture actively supports performance and long-term success.

9. AI will amplify – not replace – the human side of leadership

Artificial intelligence is seen as a powerful enabler that will transform how organisations operate, particularly through increased efficiency.

However, the CHROs emphasised that this shift makes the human aspects of leadership even more important. As access to information becomes universal, the value of leaders will increasingly lie in their judgment, empathy, and ability to create meaning and connection.

10. Future leadership demands curiosity, courage, and adaptability

Looking ahead, leadership will require a greater willingness to embrace uncertainty and continuously learn. Leaders must be brave in making decisions without full information, curious about new possibilities, and open to perspectives from younger generations.

Career advice reflected this mindset, encouraging individuals to fully commit where they are, build a broad business understanding, and remain adaptable in the face of change.

You can see a full recording of the conversation below.