Glenn Hole is a Norwegian citizen who live in the river city of Drammen, approximate 45 km south of Oslo, the capital of Norway. He is a management philosopher with a degree in Doctor of Philosophy in Management (dr.philos), moreover, he has degrees in Master of Business Administration (MBA), Advanced Diploma in Management System (DMS) and a Diplom in Supply Chain Management (Dip. SCM). All his education has been accomplished in addition to ordinary work on the daytime. Through 14 years he has been a part-time student.

Glenn is the founder and CEO   of Procuratio Consulting and a Associate Professor in Business & Digital Transformation @Molde University College in Molde, Norway.

Over the past 15 years he has worked as a management consultant and interim manager in various companies.

All his academic dissertations has been practical and has been from business cases from Norwegian companies:

  • Doctor of Philosophy in Management, PhD theses on a own developed management model, TIPS (Technology, Intellectual capital, Process and Strategy).
  • Master of Business Administration dissertation was written for the Norwegian Energy company Statkraft
  • Advanced Diploma in Management was written for Orkla Media-/Edda Media on the businesscase Nabolaget-/Lokal Guiden
  • Diploma in Supply Chain Management was written for the National School Fruit Organization

Originally he is from Indonesia, he was born in the capital of Indonesia Djakarta on 26th February 1977. Shortly after his birth he was left on an orphanage. In august 1977 Dr. Hole was adopted to a Norwegian couple in Aalesund at the age of only 6 months old, a great city on the Norwest coast of Norway.

He is married and has two children and has been living in the eastern part of Norway for the past 20 years. He has a great interest in haute cuisine and culture and he has travelled in all countries in Europe and been in many parts of the USA / Canada, and travelled in Russia, Georgia and some 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. His grandfather and him picked the pile pole from the silosvans and put it in the ground. By working together with the same known goal they worked much more quickly then they would have worked individually.

The same lesson is transferable to any kind of organisations.  Dr. Hole learned early in his childhood that by binding people, process 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 of technology, in this case a tractor represented the technology, they worked faster than by using a wheel barrow.  This was the start of the business process improvements career of Dr. Hole.

He started his career back in 1995 with his first job as a group manager in the electrical department of a Supermarket. For the last 15 years he has worked with business process improvements and working with binding people, process and technology together to secure competitive advantages for organizations.  The three factors; people, process and technology was also the precursor to the TIPS model. The TIPS model is a way of binding Technology, Intellectual Capital (people), process, and strategy together.

He has experience as chairman and boardmember of several boards of directors and from senior executive positions. He is used to work 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 recognize and reward employees’ achievements are able to inspire commitment from their subordinates. These leaders publicly praise others for their performance, understand what motivates other people to perform at their best and provide tangible rewards for significant organizational achievements.
  • Leading employees
    • Leaders who have good skills in directing and motivating people know how to interact with staff in ways that motivate them. They delegate to employees effectively, broaden employee opportunities, act with fairness 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 develop plans that contain contingencies for future changes.
  • Change Management
    • Skilled leaders have developed effective strategies for facilitating organizational change. Such a leaders views change positively, adapts plans as necessary, manages others’ resistance to change, adapts to the changing external pressures facing the organization and involves others in the design and implementation of change. 
  • Employee development
    • A skilled leader in the area of employee development usually coaches employees to improve performance, provides employees with guidance, encourages employees to develop careers and makes sure employees understand their roles. This is one of the area that he has work a lot with. He has implemented mentor program and coaching processes for several companies.
  • Self awareness
    • This skill involves recognizing 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 mentor until 2010. In 1999 its was very few who had a mentor in Norway. Self-development and assessment has been an important 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 started to be a mentee he had no educations, and after two years he started his academic educations.

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 years

He has significant experience within:

  • General management
  • Turnaround and Restructuring with focus on digitalizations
  • Business improvement and commercial development
  • Project and change management based on the development and implementation of organizational programs that cultural change and Lean management.
  • Coaching and mentoring of leaders

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

Mini interview with Glenn, only in Norwegian.

AUL 2017 Glenn Hole


Website in Norwegian:

Website in English:

Corporate website:

Tips-Model website: 

Email: glenn(a)

Cell Phone +47 941 59 289