Dr. Glenn Agung Hole is a Norwegian institutional economist, geoeconomic analyst, academic, entrepreneur, and founder of The Institutional Capital Project (www.institutionalcapital.org), an international initiative dedicated to exploring how institutions, entrepreneurship, leadership, trust, and governance contribute to long-term prosperity, resilience, and societal development.

He is the founder and CEO of Procuratio Consulting, a strategic advisory firm working within entrepreneurship, business development, institutional analysis, economic policy, governance, and organisational transformation. Through Procuratio Consulting, he advises businesses, entrepreneurs, investors, and organisations on strategy, growth, institutional development, and long-term value creation.

Dr. Hole currently serves as Associate Professor of Entrepreneurship, Economics and Management at the University of South-Eastern Norway (USN) and holds additional academic appointments within economics, management, sustainability, and digital business transformation. His academic work focuses on institutional economics, entrepreneurship, innovation systems, geoeconomics, institutional resilience, and the relationship between governance structures and economic development.

He holds a Ph.D. in Strategic Management, a Master of Business Administration (MBA), an Advanced Diploma in Management Systems, and a Diploma in Supply Chain Management. All higher education was completed alongside full-time professional responsibilities, reflecting a lifelong commitment to learning, leadership, and professional development.

With more than 28 years of experience across business and academia, Dr. Hole has served as chief executive officer, chairman, strategic adviser, transformation leader, and management consultant across a wide range of industries. His experience spans publicly listed corporations, privately held companies, higher education institutions, and complex transformation and restructuring projects.

His current research and analytical work focus on the concept of Institutional Capital and how societies create, transfer, and reproduce the institutional foundations necessary for entrepreneurship, innovation, economic competitiveness, and societal resilience in an increasingly fragmented and multipolar world.

Dr. Hole regularly contributes analysis and commentary on entrepreneurship, innovation, institutional development, economic competitiveness, geoeconomics, and societal resilience. He is an active participant in international academic, policy, and business networks and works to bridge the gap between research, policy, and practical implementation.

Over the past 28 years, he has worked as a management consultant and interim manager in various companies.

All his academic dissertations have been practical and have been based on business cases from Norwegian companies:

• Doctor of Philosophy in Management; PhD thesis on an independently developed management model, TIPS (Technology, Intellectual capital, Process and Strategy).
• The Master of Business Administration dissertation was written for the Norwegian Energy company Statkraft
• The Advanced Diploma in Management was written for Orkla Media/Edda Media on the business case Nabolaget/Lokal Guiden.
• A diploma in Supply Chain Management was written for the National School Fruit Organisation.

Originally from Indonesia, he was born in Jakarta, the capital, on 26^th February 1977. Shortly after his birth, he was left in an orphanage. In August 1977, Dr Hole was adopted by a Norwegian couple in Aalesund, a great city on the northwest coast of Norway, at the age of only six months old.

He is married, has two children, and has lived in eastern Norway for 20 years. He has a great interest in haute cuisine and culture. He has travelled in all European countries, many parts of the USA / Canada, and Russia, Georgia, and parts of Asia.

He has always been fascinated by how people do their work. As a young boy, he worked on the family farm and helped his grandfather and father to put the pile pole into the ground. His father was driving the tractor in front with the pile pole on the silovans. He and his grandfather picked the pile pole from the silosvans and put it in the ground. By working together with the same goal, they worked much more quickly than they would have worked individually.

The same lesson is transferable to any organisation.  Dr. Hole learned early in his childhood that by binding people, processes and technology together, one could improve efficiency in the work. In the aforementioned story, he learned to work together towards the same goal and use technology; in this case, a tractor represented the technology, and they worked faster than using a wheelbarrow.  This was the start of the business process improvement career of Dr. Hole.

He started his career in 1995 as a group manager in the electrical department of a Supermarket. For the last 15 years, he has worked on business process improvements and on binding people, processes, and technology to secure competitive advantages for organisations.  The three factors, people, process and technology, are also the precursors to the TIPS model. The TIPS model is a way of binding Technology, Intellectual Capital (people), process, and strategy together.

He has experience as a chairman and board member of several boards of directors, as well as in senior executive positions. He is used to working with institutional and private investors. Most of his work experience has been through management for hire, project positions, etc. 

He believes that a leader’s six primary tasks are:

• Inspire
  • Leaders who recognise and reward employees’ achievements can inspire commitment from their subordinates. These leaders publicly praise others for their performance, understand what motivates others to perform at their best and provide tangible rewards for significant organisational achievements.
• Leading employees
  • Leaders with good skills in directing and motivating people know how to interact with staff in ways that motivate them. They delegate effectively to employees, broaden employees’ opportunities, act reasonably toward direct reports, and hire talented people for their teams.
• Strategic planning
  • This skill involves translating vision into realistic business strategies. Leaders who are highly competent in this area typically articulate long-term objectives and strategies, develop plans that balance long-term goals with immediate needs, update plans to reflect changing circumstances, and include contingencies for future changes.
• Change Management
  • Skilled leaders have developed effective strategies for facilitating organisational change. Such a leader views change positively, adapts plans as necessary, manages others’ resistance to change, adapts to the changing external pressures facing the organisation, and involves others in the design and implementation of change. 
• Employee development
  • A skilled leader in employee development usually coaches employees to improve performance, provides guidance, encourages employees to develop careers and ensures employees understand their roles. This is one of the areas that he has worked a lot with. He has implemented mentor programs and coaching processes for several companies.
• Self-awareness
  • This skill involves recognising personal limits and strengths. Self-aware leaders admit personal mistakes, learn from mistakes, seek ongoing feedback and know themselves well. If you can sharpen your skills in these areas, you’ll improve your ability to address complex future challenges—and set yourself apart. In 1999, Glenn Hole got his mentor, Mr Bård Mikkelsen, former President & CEO of Statkraft.  He had Mr Mikkelsen as a mentor until 2010. In 1999, very few people had a mentor in Norway. Self-development and assessment have been an essential part of the self-awareness of Glenn Hole. Therefore, he wanted to have a mentor who could challenge him to go further and reach new goals. In 1999, when he became a mentee, he had no formal education, and after two years, he began his academic studies.

His USP (Unique Selling Proposition)

A highly educated strategist who excels at identifying and solving problems and has saved public school for more than 120.000 working hours each year

He has significant experience in:

• General management
• Turnaround and Restructuring with a focus on digitalisation
• Business improvement and commercial development
• Project and change management based on developing and implementing organisational programs that support cultural change and Lean management.
• Coaching and mentoring of leaders

Glenn was named one of the top 100 young leaders in Norway in February 2017 by Assessit.

A mini interview with Glenn, only in Norwegian. http://assessit.no/glenn-hole/

 

Linkedin: https://www.linkedin.com/in/glennhole

Website in Norwegian: http://www.glennhole.wordpress.com

Corporate website: http://procuratio.no/   Corporate website: SustainForte

Tips-Model website: https://tipsmodel.org/ 

Email: glenn(a)procuratio.no

Cell Phone +47 941 59 289