Deana Nannskog Offers and pricing
Start with your question. A bounded engagement may be enough. Deeper work should follow a real need, not an obligatory next purchase.
30 minutes, free and without obligation. You receive a proposal for format, scope and price before paid work begins.
Strategist · Speaker · Capability architectDecision questions
Advisory, a focused leadership session or a workshop can help you move forward. We agree the format, scope and fee before work begins.
Tell me what you need help withVerified experience
Sveriges Kommunikatörer · Malmö
2 October 2026
Participant quote in Swedish
“Jag lämnar med en stärkt känsla av att kommunikatörer bidrar med det som skapar värde i en organisation och det som faktiskt ger effekt.”
Katja Ligneman
Kommunikationsdirektör i Trelleborgs kommun
Original recommendation in English
“She has that rather rare ability to make a better future not just sound desirable, but understandable, achievable, and very much worth helping to build.”
GenAI pioneer, keynote speaker and former Independent Creative Consultant for OpenAI
Fellow speaker at PowerToHR 2026, Pristina
Sveriges Kommunikatörer · Malmö
Deana medverkade på Skånes Dansteater under Sveriges Kommunikatörers Malmömorgon den 2 oktober 2026.
Deltagarröst
“Jag lämnar med en stärkt känsla av att kommunikatörer bidrar med det som skapar värde i en organisation och det som faktiskt ger effekt.”
Katja Ligneman
Kommunikationsdirektör i Trelleborgs kommun
Personlig reflektion efter Sveriges Kommunikatörers Malmömorgon.
Se originalinlägget (bild)Arrangörens återblick
“Stort tack till Deana för en tankeväckande morgon, till alla er som deltog och bidrog med samtal och perspektiv, och till våra samarbetspartner Marknadsföreningen i Malmö | MiM och Västra Hamnen.”
Sveriges Kommunikatörer Skåne
Se arrangörens originalinlägg (bild)
“Tack Deana för en klok start på dagen och tack Sveriges Kommunikatörer för ett fint samarbete i Västra Hamnen.”
Mina Legnered
Personlig reflektion efter sessionen.
Mina Legnered på LinkedInCapability Architecture
Capability Architecture starts with intent, success and value, not with roles, skills or technology. Only when the required shared capability is clear do we explore the conditions needed to build it.
What do you want to change, and why?
How will you know you have succeeded?
What value should be created, and for whom?
What must the organisation become able to do together?
Then the analysis goes deeper into work, roles, skills, job architecture, strategic workforce planning, technologies, mandates and leadership.
Continuous feedback follows both capability and the value actually created. What we learn informs the direction.
Deana's own OS may provide technical support for follow-up. Any continuation needs to be scoped and calibrated. No ready-made SaaS, automatic integrations or subscription is promised.
Speaking
Deana speaks in Swedish and English about AI, the future of work and organisational capability for creating value. Content and format are adapted to the audience's decisions and questions.
Keynote
€6,500+
Content and duration are agreed for your event.
Executive Session
€9,500+
Content and duration are agreed for your event.
Board Briefing
€12,500+
Content and duration are agreed for your event.
Starting fees in EUR. Travel, accommodation and applicable VAT are specified in the proposal.
A fellow speaker’s perspective
“I deeply admire Deana’s ability to make complexity understandable, combined with the humanity to make people feel comfortable, included and perfectly capable of becoming part of the change themselves.”
My producer Marcel and I were leaning over the railing of our hotel restaurant’s balcony, looking down at the evening-time streets of Pristina. To our Amsterdam eyes, everything felt different. So there we stood, watching, wondering, philosophizing.
Then Deana came over and leaned against the railing beside us. And somehow, within no time at all, the three of us were talking as if we’d known each other for years.
It was only when the conversation drifted towards AI, its place in society and the world of HR that 'silly me' suddenly realised Deana was also speaking at PowerToHR. Even cooler was discovering how much common ground we shared.
The next day, I attended Deana’s keynote. And that completely cemented the impression she had already made on me the evening before.
What Deana shared with the HR professionals in the room was warm, deeply human and seriously intelligent. She talked about a fundamentally different way of running organisations and, somehow, made you wonder why on earth we aren’t already doing it her way!
Deana made one of the most convincing cases for recognising and embracing our natural talents that I’ve heard in a long time. For valuing every individual not despite our differences, but because of them. For recognising our wonderful diversity as an asset, and sincere collaboration, grounded in equality and mutual respect, as an enormous source of inspiration.
As she unfolded her approach, I could see how Deana’s principles could become the foundation for how organisations actually should work.
And importantly: what she described felt achievable.
Deana laid out her map with such clarity that I found myself wondering why we so often convince ourselves that changing things for the better is somehow beyond our reach.
I deeply admire Deana’s ability to make complexity understandable, combined with the humanity to make people feel comfortable, included and perfectly capable of becoming part of the change themselves.
After the event, Marcel and I were delighted that Deana, her husband and daughter had time to hang around a little longer. And, well… it didn’t surprise either of us for a second that her family turned out to be every bit as warm, bright and funny as she is. We laughed. A lot!
These kinds of very special encounters are among the most beautiful things about travelling the planet and being invited to speak at amazing events like PowerToHR in Pristina. We travel there hoping to contribute something, and come home having gained new ways of seeing the world ourselves, thanks to new friends like Deana and her family.
I wholeheartedly recommend Deana to anyone ready to seriously rethink how we humans work together.
She has that rather rare ability to make a better future not just sound desirable, but understandable, achievable, and very much worth helping to build.
Pure Thinking
Explore Capability Architecture, AI, work and value creation in depth. Existing articles and their URLs are preserved. The original articles are in English.
What could we become capable of doing together that none of us could accomplish alone? A reflection on cooperatives, AI, shared capability and the move from augmentation to amplification.
AI is changing what organisations need to be able to do: reshaping work, judgement, learning and value creation. Explore how Capability Architecture helps leaders design organisational capability for an AI-enabled future.
Social work, social services and correctional systems are under enormous pressure. The problem is not lack of care, professionalism or effort. The problem is fragmentation. And capability architecture may be the societal design discipline that changes it.
Most organisations still operate with fragmented ownership of capability. HR owns skills. IT owns systems. Strategy owns direction. Nobody owns the full system. In the AI era, that gap has become a liability.
Organisations are investing more in capability development than ever before. Learning platforms, AI tools, transformation programmes, skills initiatives, leadership academies. Billions invested. Capability still missing. The problem is not effort. It is design.
Most organisations can point to their innovation activity. What is harder to point to is the capability: the system ability to turn uncertainty into value, not once, not in the hero project, but repeatedly, across functions, over time.
Strategy declares intent. People deliver value. HR shapes the conditions in between. That makes HR the architect of innovation capability, whether HR knows it or not.
Most organisations have intent. Many have values. Very few have architecture, the structure that makes it possible to get from intent to value reliably, rather than occasionally.
Most definitions of capability point inward: skills, competencies, qualifications, things that live inside individuals. But capability, properly understood, does not live inside people. It lives between them.
Most organisations run on three separate logics: HR optimises for employees, business for customers, technology for digital systems. Each is internally coherent. Each is largely disconnected from the others. That disconnection is the fragmentation problem, and it cannot be solved with better coordination alone.
Most innovation assessments answer the wrong question. They ask: how innovative are you? Pulse asks a different question entirely: can your system sustain innovation?
Organisations were designed for a world of stable conditions, clear roles, predictable skills and slow change. That world is gone. What replaced it cannot be managed. It has to be designed for.
When intelligence becomes abundant, cheap and embedded in everyday systems, the key question is no longer whether AI will replace tasks or jobs. The deeper question is what becomes valuable when intelligence itself becomes infrastructure.
When innovation is not working, the instinct is to look for who is responsible. The more useful question is not who but where, which layer of the system is failing to enable the work that matters.
Most organisations are not short on innovation activity. Idea portals, hackathons, AI pilots, design sprints. What they are often short on is innovation capability: the system ability to turn uncertainty into value, repeatedly. The two are not the same.
Innovation has long suffered from a language problem. Without shared vocabulary, conversations about resource allocation, strategic priority and how to measure progress become circular and inconclusive. The ISO 56000 family of standards is a significant step toward solving that.
Capability Architecture is the discipline of turning strategic ambition into repeatable organisational ability. Learn what it means, how it works, and why it matters in the AI era.
Most organisations have plenty of activity, programmes, tools, workshops, initiatives. What they often lack is the capability to translate that activity into repeatable, sustainable performance. The distinction matters because organisations keep investing in activity while wondering why results don't compound.
A skills-based organisation uses skills, rather than job titles or fixed roles, as the primary lens for workforce planning, talent deployment, learning, and career mobility. In practice, it means the organisation has a shared language for capability that connects people to work, work to strategy, and strategy to value.
A start-here guide to Deana Nannskog's thinking on Capability Architecture, AI transformation, organisational capability, innovation capability and the future of work.
A thoughtful first step
Tell me a little about your question. I will get back to you by email so we can find a useful next step together.
The first conversation is free for 30 minutes and without obligation. You receive a proposal for format, scope and price before paid work begins.
Or email me directly: deana@nannskog.com
The first 30-minute conversation is free and without obligation. You receive a proposal covering scope, approach and price before any paid work begins.
I respond to your question and we agree a time to talk. You then receive a proposal covering format, scope and fees. The form is an enquiry, not a booking.
No. Start with a bounded question, a leadership conversation or a workshop. We shape the engagement around what you need.
First we clarify intent, what success means, and what value is needed for whom. We then define the shared capability and explore its conditions. Feedback follows both capability and actual value.
