Novo Nordisk’s Development organisation was preparing to enhance digital capabilities as part of a broader strategic effort to support its evolving digital transformation. Recognising the need for a structured and engaging approach, Novo Nordisk, sought to create a unifying change communication concept that would align upcoming initiatives and ensure employee adoption.

The organisation understood the importance of equipping employees with the right digital skills and ensuring they had a compelling reason to engage with transformation efforts. With a clear focus on making digital capability building relevant, accessible, and motivating, Unlock digital was designed to foster a shared understanding of the value of digital fluency and ensure long-term adoption and impact.

For digital transformation to succeed, people must feel connected to the change. Culture and behaviors must evolve alongside new technologies, and employees must understand why transformation is happening and what it means for them.

Unlock digital was developed to make this shift happen in a way that was clear, engaging, and deeply embedded in everyday work.

To ensure the successful integration of digital capabilities, we developed Unlock digital as a structured change communication concept that provided clarity, engagement, and motivation. This initiative positioned digital capability building as an accessible and continuous journey rather than a singular initiative.

By fostering an environment of learning and digital fluency, Unlock digital helped employees see transformation as an opportunity to grow within their roles rather than a mandated shift.

Bringing together leadership, key digital advocates, and employees.

As the lead strategic consultants, we developed Unlock digital as a comprehensive framework for Novo Nordisk to implement across Development. The initiative was rolled out in phases, ensuring sustained momentum and deep engagement over time. A high-profile internal launch event served as the starting point, bringing together leadership, key digital advocates, and employees to introduce the concept and its relevance.

Following the launch, a structured engagement plan was implemented to reinforce the initiative’s messaging. Leadership teams were equipped with targeted communication materials to advocate for digital capability building within their teams. Internal storytelling played a key role, showcasing success stories from employees who had embraced digital transformation in their daily work. The narratives demonstrated the tangible benefits of digital fluency, helping to bridge the gap between concept and application.

The initiative leveraged multiple internal channels, including interactive workshops, knowledge-sharing platforms, and digital learning resources.
By integrating Unlock digital  into existing communication frameworks, it remained highly visible and became embedded in the organization’s digital transformation efforts. This approach ensured that the concept was not seen as a temporary campaign but as a long-term foundation for capability building within Development.

Unlock digital established itself as the guiding framework for all digital capability-building efforts within Novo Nordisk’s Development organisation. Employees actively engaged with the initiative, leading to increased participation in digital learning programs and a stronger understanding of how digital capabilities could enhance their work.

The initiative’s storytelling approach proved to be particularly effective, as real-world examples helped demystify digital transformation and illustrated its benefits in a relatable way. Leadership advocacy further reinforced the importance of digital fluency, fostering a culture where employees felt motivated to take ownership of their digital development.