Global Journeys: Madhu Iyer's Insights on Denmark and IT Leadership

Back in 2006–07, Ungdomshuset, or the Youth House in Copenhagen, was occupying all the attention in the news. The protest against the breaking of the youth house was a big event. Distortion, which started as an experimental party project in Copenhagen in 1998, received more than 1,500 guests for the first time in March 2007. It was a different time. Imagine arriving in Denmark as an international talent in this era.

Madhu Iyer, a global IT operations leader from India, has witnessed the changes Denmark has endured. Madhu arrived in the cold winter of March 2006 and looking back, he says

"That year, all the lakes in Copenhagen were frozen. I remember distinctly that the kids were ice skating. It was really cold." Madhu believes that it was the first surprise that sprung onto him. After having lived and worked in Italy, Spain, Belgium, the UK, and Germany, his assumption that Denmark would be somewhat similar was immediately broken.

In this edition of the RentCulture newsletter, I have the pleasure of speaking to an accomplished IT professional who has worked all over the globe for companies like Nilfisk , 维斯塔斯 , Tech Mahindra , HCL Enterprise , and LEO Pharma , to name a few.

The Perennial question, Why Denmark?

I was nominated by my employer in the IT services industry in India to head up the Danish office. My role involved setting up and managing Satyam Computer's (now Mahindra Satyam) operations in Denmark, serving as the General Manager from March 2006 until early 2008. My primary responsibility was not only to establish our presence but also to oversee our first client in Denmark.

The Nokia E-61 was the talk of the business community back in 2006. YouTube was well within its first year, and the platform was home to grainy 360p videos that were beginning to go 'viral'. Today, YouTube is the second-most visited site in the world and receives more than 2 billion views per day.

The IT landscape in Denmark looked very different to what it is today. We asked Madhu about his observations over the years.

When I first arrived in Denmark in 2006, the exposure to India-based or offshore IT services was very limited. Over the past 15-16 years, however, many Danish companies have begun to recognize India as a significant source of highly qualified talent. The shift has been substantial, and by 2024, the reliance on Indian talent and services has matured considerably.

Adjusting to life in Denmark in 2006 was both challenging and rewarding for the IT operations leader from India. While he was accustomed to working in Europe, it was a new experience for his wife and young daughters. Socially, they were somewhat limited due to their young children, but building his team in Denmark allowed them to connect with colleagues in Odense and Aalborg. They also had the opportunity to experience Danish hospitality through dinners at his executive partner's home, where they introduced his family to Indian cuisine.

New data shows that Denmark issued around 51,000 work permits in 2022, with Indians and Romanians among national groups providing the most foreign workers to the Scandinavian country. - Reported in the The Local Europe on 17th Feb 2023

"I was not supposed to be in Denmark," Madhu confesses. He was slated to take over pre-sales and operations in South Africa. However, due to unforeseen circumstances, that plan changed, and he found himself in Denmark instead. Reflecting on his career spanning over 30 years, he realized that the majority of his professional engagements have been with Danish companies. This consistent interaction with Danish workplaces suggests there were compelling reasons for this pattern. If given the chance to rewind and make decisions with the knowledge he has today about the Danish work environment, Madhu believes he would have chosen Denmark even earlier.

Exploring Denmark's Appeal to IT Specialists

Madhu highlighted several aspects of working in Denmark that he found particularly appealing. First, he appreciated the highly professional environment across the companies he worked with. He noted that most Danish companies have flat hierarchies, allowing employees to communicate directly with executives, including the CEO and CIO, without negative repercussions.

Decision-making in Denmark, according to Madhu, is often consensus-based, where everyone's opinions are valued, and the best idea is chosen for the organization's benefit. He also pointed out that this approach aligns with the Danish societal principle of "Janteloven," which emphasizes humility and equality. These characteristics of the Danish workplace deeply resonate with him and contribute to his positive experience working in Denmark.

Madhu believes that innovation cannot exist in isolation but is intricately linked to a country's broader societal and educational structures. In his view, Denmark's success in the global arena can be attributed to its strategic focus on cultivating high skills through substantial investments in education. He emphasizes that Danish society boasts a well-educated populace, fostering an environment where continuous improvement is valued.

Moreover, he highlights Denmark's culture of free speech and liberal thinking as catalysts for innovation, promoting an atmosphere where individuals are judged on merit rather than superficial criteria. According to the 56-year-old, these factors collectively contribute to Denmark's appeal as an attractive destination for IT specialists seeking a conducive environment for professional and personal growth.

"This is exactly what I was looking for"

The Culture Factor Group is the operating brand of Hofstede Insights Ltd. - a cultural analytics and strategy advisory firm with a global reach. Here is an overview between Denmark and India on parameters measured by the culture factor group.

The culture factor group defines the first parameter in the graph above, Power Distance as the dimension that deals with the fact that all individuals in societies are not equal - it expresses the attitude of the culture towards these inequalities amongst us.

Power Distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally.

Leadership styles vary significantly between highly individualistic societies such as Denmark, known for its flat organizational structures, and strictly hierarchical systems like those prevalent in India.

Q. How has your leadership style been influenced over the years working with Danes?

Madhu: Working with Danes has greatly influenced my leadership style over the years. I've come to realize that what I've always sought was a culture where everyone has an equal voice and the freedom to express their opinions. It's not about consensus-driven decision-making per se, but rather ensuring that every team member's perspective is valued.

This inclusive approach, where collective input drives progress rather than individual authority, has become central to my leadership philosophy. I've evolved to prioritize a collaborative environment where every voice matters in achieving our goals together.

Learning Danish: The way for complete acceptance

Madhu Iyer highlights that his experience in Denmark has been shaped by understanding the local culture beyond famous landmarks and historical figures. He emphasizes the Danish focus on physical and mental well-being, which he believes significantly influences daily life and work dynamics. Reflecting on his own adjustment, Iyer notes the Danes' openness to helping others, even if they may not exhibit overt friendliness initially.

He advises newcomers to embrace the self-sufficient ethos prevalent in Denmark, where individuals are expected to handle many tasks independently. Additionally, he suggests that learning Danish enhances assimilation into both society and the workplace, despite the widespread use of English.

He acknowledges encountering challenges throughout his international career in countries like Italy, the US, Singapore, Japan, and Denmark, as well as during his time in India. Madhu emphasizes that the response to challenges is personal; one can either take proactive steps to address them or learn from past experiences to avoid repeating mistakes. He believes in approaching challenges with resilience, dusting off setbacks, and continuing forward with lessons learned to navigate future obstacles effectively.

"The company I was employed by at the age of 42 went down. I had to unlearn, learn again, and restart my career. Age is not a yardstick." Madhu reflects

He cites his father as an example, who continued presenting research papers at the age of 84. He views the decision to start or restart a career, even at age 42, as an act of self-innovation, enabled by an environment in Denmark that encourages and facilitates personal and professional development at any stage of life.

As a SAP Platform Owner at Leo Pharma in Copenhagen since February 2023, Madhu Iyer has been instrumental in the efficient utilization of the SAP platform's capabilities. His responsibilities include overseeing operational delivery management, operational governance and delivery of ERP outsourced services, and transformation programs towards unified ERP systems.