Vision & Mission
Vision
Our vision is to become an innovation lab for agile systems
thinking, where we model and understand the intricate dynamics of
organizations. We aim to guide businesses in adapting to change and
evolving toward their visions by providing clear insights into the
relationships between organizational units, objectives, key results
(OKRs), and initiatives. Through a holistic approach, we enable
organizations to thrive in an interconnected, ever-evolving business
landscape.
Mission
Our mission at ArdorX Consulting is to empower organizations to
navigate complexity by employing agile systems thinking. We explore
the interactions between goals, key results, and activities within
the ever-changing business environment. By offering tailored
insights, we help our clients optimize decision-making, align their
efforts with their vision, and successfully realize their long-term
objectives.
Agile Systems Thinking
Agile Systems Thinking is a holistic approach to problem-solving
that combines systems thinking with lean-agile principles. Instead
of optimizing individual teams or functions in isolation, it focuses
on how the different parts of an organization interact to deliver
value.
By understanding interdependencies, feedback loops, and end-to-end
value flow, organizations gain a clearer picture of how work
actually moves through the system—making it easier to identify
constraints, improve decision-making, and adapt to change.
At ArdorX Consulting, we apply Agile Systems Thinking to
organizational strategy and delivery. By viewing the organization as
a connected system of people, structures, OKRs, and initiatives, we
help leaders improve flow, align strategy with execution, and build
sustainable business agility.
R&D Projects
Organizational Systems Thinking (OST) System.
We are developing a framework that models the intricate interactions
within an organization, focusing on the alignment between missions,
objectives, key results, and actions. Our goal is to provide a
system that offers clarity, helping businesses visualize and
navigate their strategic challenges.
Scaled Lean Agile Repository (SLAR)
SLAR is an ongoing initiative to build a structured knowledge base
in Confluence for Agile Systems Thinking and execution. It connects
principles, ways of working, governance, and delivery practices
across scales, supporting organizations in applying Agile Systems
Thinking consistently—from strategy and portfolio levels to
execution and continuous improvement.
Anders
Anders Lundell
Senior Management Consultant
Senior Management Consultant with extensive leadership experience,
spanning over 25 years in Development Management, PMO leadership,
and agile transformations across diverse industries. Currently, I
help organizations navigate change and achieve operational
excellence by aligning their strategy with effective execution.
Professional Experience
Senior Agile Business Developer
Kronofogdemyndigheten · Jan 2025 - Present
Supporting the IT department in developing modern practices
for scaled lean-agile delivery and DevSecOps. Establishing
flows, team structures, and organizational principles.
Senior Agile Coach & Release Train Engineer (RTE)
SJ · Aug 2021 - Jun 2024
Led agile transformation with 20+ teams for SJ's new booking
platform. Coordinated deliveries, established DevOps
practices, and drove transformation from waterfall to scaled
agile across 30 systems.
Senior Agile Coach
H&M · Feb 2020 - Apr 2021
Supported digital transformation of Checkouts product area
with ~20 teams. Coached teams to become self-organized and
implemented agile practices with Scrum and Kanban.
Senior Agile Business Developer
Länsförsäkringar · Feb 2019 - May 2019
Strategic advisor to leadership on implementing lean-agile
framework. Analysis and workshops resulted in decision to
adopt SAFe for organizational transformation.
Senior Agile Business Developer
Skandia · Jun 2018 - Dec 2018
Developed and implemented continuous improvement program based
on lean-agile principles and SAFe. Launched CIP program that
accelerated Continuous Delivery Pipeline.
Interim VP Product Development
CGM (CompuGroup Medical) · Sep 2017 - Feb 2018
Part of leadership team with responsibility for development
organization. Drove implementation of agile leadership and
lean-agile processes, improving delivery capacity.
Head of Development
Visma Commerce · Oct 2013 - Apr 2017
Led development organization of ~70 people including
nearshoring. Implemented lean-agile practices based on SAFe,
drove DevOps transition with automation, and ensured ISO 9001
certification.
Acting PMO Manager & Senior Project Manager
NetEnt · Feb 2011 - Sep 2013
Transformed PMO into Centre of Excellence for project and
portfolio management. Established competence center and
implemented framework for improved project monitoring.
Director Business Development
Oracle Communications · Apr 2006 - Jan 2011
Global responsibility for business development and
partnerships for Oracle's Service Delivery Platform.
Established 30+ global partnerships and led Go-To-Market
strategies in EMEA.
Head of Development
Hotsip · Apr 2004 - Apr 2006
Led development department of ~15 people with responsibility
for all system development. Introduced agile methods (Scrum
and Kanban) for more efficient workflows.
Head of Development
Teligent · 2000 - 2002
Led development organization of ~70 people. Implemented
strategic reorganization, leadership coaching for managers,
and optimized development processes for improved
time-to-market.
Project Office Manager
Ericsson · 1998 - 2000
Established development center and PMO in Shanghai with
responsibility for all software projects. Implemented PROPS
methodology and led recruitment of local staff.
Senior Project Manager
Ericsson · 1994 - 1998
Led software development for Ericsson's AXE telephone
exchange. Coordinated development teams and implemented
project management methods for efficient, high-quality
deliveries.
Contact
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