At ConnectingCultures, we always focus on turning knowledge into concrete actions that can be applied in your daily work. That’s why skill development and interactive training are at the heart of our workshops – and we make sure it’s fun too.
We don’t believe in one-size-fits-all solutions. Whether you want to strengthen your cultural intelligence, raise awareness of unconscious bias, enhance leadership skills, or improve collaboration, we tailor the program in close cooperation with you.
We customize the content to align with both your organization’s goals and the daily realities of each participant. Training becomes truly relevant and useful when it is based on your specific needs and real-life situations.
We prioritize experiential learning, giving each participant the opportunity to work with their own biases, challenges, and relatable cases and situations. This not only creates insightful moments but also provides practical tools that can be applied immediately in daily work.
We make it easy to turn new knowledge into concrete action.
We aim for real change. Our focus is on turning learning into action and ensuring that what participants take away is applied and makes a practical difference.
We design programs with long-term impact in mind, not temporary solutions.
Our consultants and instructors bring both professional expertise and personal experience to the table. They are specialists in their fields, trained facilitators and learning consultants, and have themselves faced situations similar to those of the participants.
It is our passion for the field that drives us, and this engagement is felt – making the training both relevant and dynamic.
We know that the greatest development happens when new knowledge is directly connected to daily work. That’s why we embed learning into everyday tasks. Through exercises, reflection, cases, and—if desired—follow-up, we help participants turn insights into action, making development a natural part of what they already do.
For us, skill development is not just about acquiring new knowledge – it’s about creating motivation and ownership for each individual. We actively involve participants in the process so they become co-creators of their own development. Instead of relying on do’s and don’ts, we support participants in developing personal strategies that make growth sustainable and aligned with their preferences and personality. This increases engagement, strengthens learning outcomes, and ensures lasting change.
We create a common foundation. This means that whether it’s a single department or the entire organization participating, you gain a shared set of concepts and language around the topics we work with.
We take expertise seriously, but we don’t take ourselves too seriously. That’s why we promise there will be laughter along the way. When we laugh together, we learn better – and remember more. We create programs where participants leave feeling not only wiser but also uplifted and inspired.
Our workshops are designed to engage, surprise, and entertain – without compromising on content. As one participant said after a session: “I needed to use the restroom for the last hour, but I simply couldn’t leave – it was too fun and exciting to miss a thing!”
The founder of ConnectingCultures, Signe Ørom, works – alongside her consulting projects – in collaboration with the research center CIRCD and Professor Mie Femø.
One of Signe’s research projects, conducted in partnership with several Danish companies, focused on developing an innovative cultural training program designed to build strong global leaders and employees capable of acting with cultural intelligence in their international and cross-cultural collaborations.
To integrate a Complex Cultural Understanding into cultural training and, based on this, develop explanatory models that translate complex cultural insights into an understandable and practical format, ensuring that participants can interpret and respond to cross-cultural interactions with cultural intelligence.
To incorporate Learning Methods with skill development at the core, creating a cultural training approach that deliberately focuses on developing the participant’s competencies—i.e., a method that consistently moves from factual knowledge transfer to action-oriented skill development.
To foster Behavioral Change in participants, creating a format where they are not left on their own after a one-day cultural training. Instead, the training extends over time to ensure that newly acquired competencies translate into new behaviors.
To integrate Research-Based Knowledge into cultural training programs. Based on research findings and studies, participants’ experiences and assumptions are framed, supported, and/or modified and contextualized.
Cultural training in the form of workshops that provide knowledge about the business cultures of different countries is increasingly in demand and offered by international and global companies in Denmark. This growing interest stems from the recognition that cultural and communication competencies are valuable for companies (Ørom et al., 2016) that increasingly operate and trade across borders and continents. The new global balance, with the BRICS countries (Brazil, Russia, India, China, and South Africa) and the Next 11 countries (Bangladesh, Egypt, Indonesia, Iran, South Korea, Mexico, Nigeria, Pakistan, the Philippines, Turkey, and Vietnam) as emerging economic hubs, has generated significant interest in these countries as potential export markets and/or production locations.
However, knowledge of the cultural characteristics and barriers in these countries is limited (Danish Ministry of Foreign Affairs et al., 2012). A full 58% of employees in large and medium-sized Danish companies (n=70) believe that cultural barriers are the greatest or second-greatest obstacle in markets outside the EU (Kromann-Reumert 2013: 21). The reasons include Denmark’s short tradition of exporting to and collaborating with the new growth markets (Mortensen 2012), resulting in limited inherited knowledge of these markets. At the same time, the new markets are perceived as culturally and mentally more distant than traditional export markets (Ørom et al., 2016). The need to develop cultural competencies in Danish businesses is further supported by a study conducted by the Ministry of Education, which indicates that only 5% of the Danish population has high cultural competencies (Hermann 2005). Cultural competencies are naturally difficult to measure, and the Ministry’s assessments regarding 1) knowledge from education and media, 2) knowledge gained through international experience, and 3) collaboration and interaction at work and in leisure (Hermann 2005: 2) are not fully sufficient to determine whether a person possesses cultural competencies. Nevertheless, they can be considered an indication of the gap between the need for cultural competencies and the current skills of employees in Danish companies with global operations and potential.
This need is further highlighted by the government’s recently formulated growth market strategies, which clearly target BRICS and other emerging markets, with the ambition to “increase exports to growth markets by more than 50%” (Growth Market Strategies – Danish Ministry of Foreign Affairs, n.d.).
Milena Stawowski, Chief HR Business Partner
GRUNDFOS
ConnectingCultures ApS
Ewaldsgade 3
2200 København N
Call us:
+45 6087 0017
Get in contact:
LinkedIn
DK-CVR. 44156121
ConnectingCultures supports your processes towards more inclusive leaders, happier employees and a strong organizational culture where there is room for everyone.
Data-based Insight – Fun Learning – Lasting Impact / 2025 © ConnectingCultures – All Rights reserved
