At New Nordic we are a small team that create big results. The revenue and profit per employee bear withness to the efficacy of our peoples and administration routines. We want to keep it this way.

To build the value of our brand comes first:

Our team always focus on the New Nordic customer first: New Nordic is for our customers, not for the internal teams. Our brand is always top of mind in any action.

 

Team of excellence

At New Nordic we try to attract and retain the best and most talented people and develop their personalities and skills. We strive to obtain an informal, professional and fast acting international working environment. Personnel at all levels learn to take responsibility for being leaders, and they commit to conducting business with the highest integrity. Leadership means the ability to take and execute decisions, being able to motivate others, to plan for success and being able to improvise when the environment change. Leadership also extends to being a leader in caring and showing respect for nature and the communities where our employees live and work and where the we sells our products.

 

Employee behaviour 

A New Nordic employee's most important task is to make life easier for others.

Develop products and solutions that make life easier for the customer. 

Act on how things can be made easier for customers, colleagues and suppliers in their daily work and life. Solve problems, initiate simplicity of routines and motivate others with a smile.

 

A new Nordic employee, whose work includes making financial choices, must act as a good merchant, and the decisions must be made on the basis of good reason.

 

A New Nordic employee working with customers should be knowledgeable and friendly and know everything about New Nordic products and history

be informative, not arrogant;

be professional, not casual;

be friendly, not stuffy;

adapt her behaviour to suit the customer, some want to talk business only and some want to talk more personal;

inform customers about any difficulties that might be occurring and be upfront with changes;

inform her manager of any scenarios that may have the potential to become problematic; 

be as accommodating as possible without jeopardising her professionalism; and smile!

 

Selling is intangible, engaging, knowledgeable, welcoming, and friendly.

The idea is to create a lasting memory.

 

Knowledge

It is imperative that we know every product and why it is in our product assortment.

This should encompass 

the unique selling points;

ingredients and purpose;

“free from” and allergic reactions;

dosage;

price;

size variants; and

country of manufacture.

  

The "flat" team

When the culture is strong, you can trust everyone to do the right thing. People can be independent and autonomous. They can be entrepreneurial. And if we have a company that is entrepreneurial in spirit, we will be able to grow and be successful together. The success of the team is more important than individual achievement.

 

1. Teamwotk

At New Nordic we are convinced that small, autonomous teams produce the best work because these clusters give our employees a sense of ownership, simultaneously demanding accountability from everyone involved. These teams rely on all contributing members and are able to quickly identify and acknowledge when any member needs help. A responsive teamwork model cuts back on standing meetings and cluttered email threads. Within this team structure, everyone is equal and everyone is seen as a valued contributor to the evolution of the company’s core vision. We encourage a flat management structure that empowers all employees, regardless of their level, fosters a motivated group of employees that are personally dedicated to the company’s mission.

2. Small tasks

Big projects are overrated. They are almost always less flexible than conceived, misinterpreted by others, and difficult to manage. To micromanage them is a guaranteed path to mistrust or contempt.

At New Nordic we focus on small, actionable tasks that align with a specific goal rather than big sweeping assignments.  This approach is a surefire way to solicit feedback or additional ideas–it’s all about iteraction. Most importantly, this empowers New Nordic employees to contribute to the process without fear of overstepping boundaries.

3. Celebrate

We make every win – new business, new product listing, new market etc – a cause for celebration. In our flat organisation, good news travels fast and, typically, it’s the result of hard work from a lot of different people. It’s much easier to feel connected and valued when you’re consistently recognised for your effort – no matter how big or small. Many New Nordic employees has been with us since early days and has offered a lot of support and positivity over the years. Dedication cannot go unnoticed or under-appreciated.

4. Results and relationshipos

At New Nordic there is shared responsibility for the achievement of goals, and our organisations are highly transparent about the status of these goals. One of the greatest strengths of the Scandinavian model is a marked knowledge sharing which delivers clear advantages in an innovation-driven economy. For example, it is not unusual for a CEO to show everyone the cash flow and total MRR generated on a quarterly basis. Transparency creates a trusting environment that fosters true collaboration toward the company’s ultimate goals. We don’t keep knowledge to ourselves – knowledge is power. We trust each other–trust is the basis for sharing with others.”

5. Lear from mistakes 

Flat management encourages employees to be themselves at work. Wherever you land on the spectrum, and there is plenty of debate, there are some inherent benefits of creating an environment where employees are willing to openly try, fail, and learn from their mistakes. In addition to giving employees more autonomy to make decisions and lead projects, New Nordic take an interest in supporting personal and professional pursuits.

Copyright © 2018 New Nordic Limited, Hong Kong