Talent & Performance Management Day 2026

What happens when you replace classic performance management with a collective, purpose-based learning mindset?

In this talk, Lykke Jeppesen shares how Clever has built an organization on trust, transparency and equality by distributing leadership across teams and roles. This includes an alternative approach to talent & performance management that combines shared leadership with purpose-driven, team-based progress instead of individual targets and classic KPIs. Lykke shares how flexible roles, internal mobility, and peer feedback can create clarity and development, while collective indicators and frequent and various team evaluation practices keep direction and accountability dynamic. Expect reflections on what this challenges in classic talent practices, what it takes culturally to make it work, and where the real difficulties and adjustments show up in practice.

Insights on Talent & Performance Management

In this keynote, Professor Koen Dewettinck from Vlerick Business School explores how organisations can rethink Talent and Performance Management in practice. Combining research, real-world examples and honest reflections on what does, and does not, work. The session challenges traditional approaches to performance reviews, feedback and talent identification.

Creating Value with People and Performance Management 

In this session, Marlene von Essen-Müller, CHRO, and Agnete Elisabeth Purup, Director Talent and Nordic People Partnering at Flügger Group, share how Flügger has challenged traditional approaches to People and Performance Management in the search for greater organisational value. Starting from a broader reflection on “pseudo work” in HR, the session explores their journey of questioning established processes, redesigning leadership expectations and ultimately experimenting with removing traditional performance management practices altogether. Through concrete examples, honest reflections and practical learnings, they will share what worked, what proved difficult and what it takes to build the leadership foundation needed to create value beyond process compliance.

Feedback and Accountability: Rethinking Performance Management Across Industries

In this session, Cristina Harangozo Dambæk explores how organisations across the tech and life science industries approach performance management very differently yet increasingly face many of the same challenges. Drawing on her experiences from both industries, she will reflect on why some organisations remove performance management entirely while others never let it go, and what both approaches reveal about accountability, feedback and high-performance environments. The session will explore the strategic choices organisations must make when designing performance management practices and why clarity of purpose matters more than process alone.

Redefining Potential in Times of Uncertainty

In a time of organisational uncertainty and transformation, how do you identify and develop talent when the future is still unclear? Drawing on GN’s ongoing journey through major business change, Louisa Guldberg explores how Talent Management can remain relevant, human and future focused, even when organisations cannot fully predict what comes next. The session offers an honest perspective on redefining potential and keeping Talent Management relevant to the business in uncertain times.

Workshop 1: Performance Management – Overcoming the Performance Delusion

Facilitated by Marco Mingolla

Most performance management doesn’t improve performance. It doesn’t execute strategies. It’s a delusion. It never has.   This workshop explores why that is and what it takes to create sustainable performance in practice.

The focus will be on two things: 1) what it takes for PM to excite your CEO and the people in your company and 2) what a high-performing culture is, and what it takes to build one.

This session is for those who want to reimagine performance management so that it adds value for both the business and people in it.

Workshop 2: Cultivating Talent through Dialogue – Building the Feedback Muscle

Facilitated by Koen Dewettinck

Marco Mingolla, Advisor, Founder of M | pact Global

Marco Mingolla is a trusted advisor to CEOs and CHROs on what truly drives performance in organisations. He is the founder of M | pact Global and continues to work globally on talent, performance, and HR transformation.
With more than 25 years of international experience, Marco has supported organisations in redesigning how they identify, develop, and enable talent to perform. His work focuses on helping senior leaders cut through complexity and build evidence-based talent and performance practices that deliver real impact.
Marco’s background combines operational leadership, from serving as a Commanding Officer to roles as CHRO and Head of Transformation, with executive consulting, including a decade as a Senior Partner and global thought leader at Korn Ferry, where he led work across People & Talent Strategies, Performance Management, and HR Excellence.
He is known for challenging assumptions, simplifying complexity, and helping leadership teams make deliberate choices about people and performance. His goal is to create organisations where the right talent can thrive and where performance is the result of clarity and intentional design.

Koen Dewettinck, Professor of HRM, Vlerick Business School & CEO, Great Place to Work Belgium

Koen Dewettinck is Professor of Human Resource Management at Vlerick Business School and CEO of Great Place to Work Belgium. His work focuses on understanding what drives employee engagement and performance, and how organisations can improve the way they manage people.
With almost three decades of research and teaching experience, Koen has published extensively on HRM and performance management and is a frequent international speaker. He works closely with organisations and leaders to translate research into practical approaches that strengthen people management and organisational performance.
At Vlerick, Koen serves as Director of the Strategic Talent Management Centre.
Koen holds a PhD in Applied Economics and a Master’s degree in Organisational Psychology from Ghent University and has been visiting scholar at the Weatherhead School of Management, Case Western Reserve University, Cleveland, Ohio.

Lykke Jeppesen, Responsible for Clever’s Shared Leadership model

Lykke Jeppesen is a people and culture change maker specialising in organisational development, leadership, and DE&I. At Clever, she and her team leads the work on co-leadership, helping build a purpose-driven, “boss-free” organisation based on trust, transparency, and distributed leadership.
She is responsible for designing and implementing the transition towards a co-leading organisation, enabling teams and individuals to take shared responsibility and lead together in practice.
Lykke brings experience from both large corporates and scale-ups, where she has worked to turn strategy into tangible organisational change. She is an experienced facilitator and coach, supporting development across individuals, teams, and leadership.
Lykke is furthermore, recognised as part of Berlingske Talent 100.

Sune Bille Larsen, Chief People & Communication Officer, LB Forsikring

Sune Bille Larsen is Chief People & Communication Officer at LB Forsikring, where he leads the people, workplace, and communication agenda with a focus on building an attractive organisation and strengthening business performance.
He brings extensive leadership experience across people, innovation, and business development, working at the intersection of strategy and execution. His expertise spans organisational development, communication, digitalisation, and transformation, with a strong track record of leading leaders and specialist teams to deliver results.
Sune is particularly focused on creating value through innovation and translating strategic priorities into tangible outcomes – from product and business development to culture and change processes.
He has completed executive education at UC Berkeley, Haas School of Business, and works with a strong belief in combining business performance with engaging and meaningful workplaces.

Marlene von Essen-Müller, CHRO, Senior Vice President – People, Culture & Communication, Flügger group A/S

Marlene is Senior Vice President People, Communication & Culture at Flügger Group, where she leads the strategic agenda across people development, organisational culture, leadership, and communication. She has extensive experience working with talent management and performance development in international organisations, with a strong focus on building high-performing cultures that support both business performance and employee engagement.
Marlene is passionate about enabling leaders and teams to grow through clear direction, trust, and continuous development. She brings a people-centred approach to organisational transformation and long-term performance.

Agnete Elisabeth Purup, Director, Talent & Nordic People Partnering, Flügger group A/S

Agnete Elisabeth Purup is Director of Talent & Nordic People Partnering at Flügger Group, where she works with leadership development, talent management, employee engagement, and organisational development across the Nordic organisation. Together with her team, she partners closely with the business to support both people development and commercial performance. Agnete has experience from both international organisations and fast-growing companies, including roles within HR, people partnering, recruiting, and leadership development at companies such as Telenor, Too Good To Go, and Corpay One. Her background combines a strong commercial understanding with a passion for people, learning, and organisational growth.

Cristina Harangozo Dambæk, Global Talent Manager, Baviarian Nordic

Cristina is Global Talent Manager at Bavarian Nordic, where she leads enterprise-wide talent management initiatives across performance management, succession planning and organisational development. With a background spanning management consulting and global People & Culture roles, she brings extensive experience in leadership development, organisational design and capability building within international organisations. Previously, she worked across both tech and life science industries, driving strategic people initiatives. Cristina is recognised for connecting business priorities with people strategy through an inclusive and organisationally grounded approach.

Louisa Guldberg, Senior Manager Talent Management, GN Group

Louisa Guldberg is Senior Manager within Talent Management at GN Group, where she works globally with talent management and people development initiatives. She has several years of experience within global talent management, performance management, and people development in international organisations.
Before joining GN Group, Louisa spent more than six years at Ramboll, where she held various roles within Talent Management, supporting strategic talent initiatives and employee development across the organisation.
Louisa is passionate about identifying talent and creating development opportunities that help both people and organisations grow, thrive, and perform sustainably in changing business environments.

*No show fee

By registering for this event, you also accept NOCA’s conditions regarding no-show fee.
In order to give the most members the opportunity to participate in the event and to protect ourselves against food waste, we need to know if you are participating, otherwise we can give your place to someone else. Therefore, if you cancel after the deadline on May 28th 2025 at 12:00 CET or do not arrive on the day, you will subsequently receive a charge of 500 DKK.

Should you be prevented, you are always welcome to send a colleague in your place and thereby avoid paying a no-show fee. Your colleague will need to pick up your name tag upon arrival at the event.