Trafikverket is now using Bisevo to continuously measure and monitor the quality of collaboration within its investment and maintenance projects. The rollout covers nearly 400 projects with a combined contract value of SEK 120 billion. Since May 2026, project participants from both Trafikverket and its suppliers, contractors, and technical consultants have been invited to answer […]
That is the most common question we receive. And the answer starts with a principle that is as simple as it is often forgotten: ask your target audience. A reward chosen by someone else is rarely a true reward. It is easy to get it wrong. Bananas on Fridays do not work for someone who
Most organizations that want to change a behavior do three things well. They explain why the change is needed. They provide training on how to make it happen, and they create reasonable conditions in the form of time, authority, and tools. Then they wait. And nothing happens. The Four Fs of Successful Change This is
Most organizations have already invested in systems designed to improve performance. CRM platforms for sales teams, learning management systems (LMS) for employee development, safety systems for field operations, and project management tools for delivery teams. Yet we hear the same thing time and time again from leadership teams: “The systems are there, but they are
Bisevo is pleased to welcome Robin Sukhia as a new shareholder and investor in the company. Robin Sukhia is an internationally experienced business leader with strong networks across industry, investment, and public policy. He serves as Secretary General and CEO of the Sweden-India Business Council (SIBC), where he has spent more than 20 years working
We are excited to welcome Christoffer Gozzi to Bisevo as our newest Sales Executive. Most recently, Christoffer worked at Stockholmsmässan, and before that he spent nearly twelve years at Dorunner, where he not only built successful customer relationships and business opportunities but also coached and developed fellow sales professionals. There is, however, another part of
Most leaders know that positive feedback improves performance over time. Yet corrective feedback is far more common. The consequences of mistakes are easy to spot, but when someone does something right, silence often follows. Why? Organizational Behavior Management (OBM) explains it through a mechanism that is as simple as it is uncomfortable: the person giving
