Hvad er åbningstiderne?

Mandag 09:00 - 17:00 Tirsdag 09:00 - 17:00 Onsdag 09:00 - 17:00 Torsdag 09:00 - 17:00 Fredag 09:00 - 17:00

Iltihouse ApS, Skimmedevej 10, Vipperød (2026)

02/09/2026

You don’t have to be struggling to work better together.

Even a strong collaboration can have blind spots. They are simply harder to spot when nothing is on fire.

That was the starting point for a joint project between an IT company and a major brewery.

Before the project moved into its next phase, the two companies stepped away from the project plan for a day to examine why their collaboration was working – and how they could make it even stronger.

That was where Iltihouse came in.

We challenged the participants with hands-on learning exercises that required them to build, draw and coordinate with colleagues from both companies to find solutions.

After each learning exercise, the participants discussed what had made their collaboration work particularly well in phase one – and what each of them could do to strengthen it in phase two.

Because when we understand what makes a collaboration work, we can protect it and build on it in the next phase.

……

🟥 Dansk version ⬜

I behøver ikke have problemer for at blive bedre sammen.

Et godt samarbejde kan stadig have blinde vinkler. De er bare sværere at få øje på, når intet brænder.

Det var udgangspunktet i et projekt mellem en IT-virksomhed og et større bryggeri.

Inden projektet skulle videre til næste fase, tog virksomhederne en dag ud af projektplanen for at undersøge, hvorfor deres samarbejde fungerede - og hvordan de kunne gøre det endnu stærkere.

Det var her, Iltihouse trådte til:

Vi udfordrede deltagerne med læringsøvelser, hvor de skulle bygge, tegne og koordinere sig frem til løsninger med kolleger fra begge virksomheder.

Efter hver læringsøvelse talte deltagerne om, hvad der fungerede særligt godt i fase 1 - og hvad de hver især kunne gøre for at styrke fase 2.

For når vi identificerer det, der virker, kan vi sikre et endnu stærkere samarbejde i næste fase.

01/09/2026

Four pages became six letters. 27 years later, we still use them. 🛠️

In 1999, our CEO Jack Hindborg was asked to take the lead in turning a four-page description of effective task solving into a model that teams could easily remember and apply in practice.

The result was ORIPUK (URIPEC in English):

Understanding – Resources – Idea Phase – Planning – Ex*****on – Control and Evaluation.

URIPEC addresses a costly habit in many teams: They start with E.

Because ex*****on feels like progress.

Until the team discovers that its members have different interpretations of the task’s purpose and scope, and the work has to be done all over again.

At Iltihouse | Leadership & Team Development, we always start with U: Understanding.

The model gives teams a shared language for what needs to be clarified and done before the pace picks up. It also helps pinpoint where the process went wrong if the outcome missed the mark.

For 27 years, URIPEC has helped teams approach and complete tasks effectively together. And we have no plans to replace it anytime soon. 😉

If you have attended one of our courses and need inspiration for how your team should approach its next task, you can always revisit the model in your course materials. 🙌

……

🇩🇰 Dansk version 🇩🇰

Fire sider blev til seks bogstaver. 27 år senere bruger vi dem stadig. 🛠️

I 1999 fik vores CEO Jack Hindborg til opgave at være primus motor på at omforme en 4-siders beskrivelse af den gode opgaveløsning til en model, som teams let kan huske og anvende i praksis.

Resultatet blev ORIPUK:

Opgaveforståelse – Ressourcer – Idéfase – Planlægning – Udførsel – Kontrol og evaluering.

ORIPUK addresser en dyr vane i mange teams: De begynder med U.

For udførsel føles som fremdrift.

Lige indtil teamet opdager, at de har forskellige forståelser af opgavens formål og omfang, og de så skal lave arbejdet om.

I Iltihouse begynder vi altid med O: Opgaveforståelse.

Modellen giver teamet et fælles sprog for, hvad der skal afklares og gøres, inden tempoet stiger – og hvor i processen arbejdet gik galt, hvis resultatet ramte skævt.

I 27 år har ORIPUK effektivt hjulpet teams med at løse opgaver i fællesskab. Og vi har ingen planer om at skifte modellen ud lige foreløbigt. 😉

Har du været på kursus med os og mangler inspiration til din og teamets næste opgaveløsning, kan du altid genbesøge modellen i vores kursusmaterialer. 🙌

28/08/2026

Mistakes are allowed. But what happens when one comes at a cost?

As a leader, it is easy to say that mistakes are allowed.

It becomes more difficult when a mistake costs time, money or an important deliverable.

Generation Z is often portrayed as a group of employees who place high demands on their workplace.

According to Dansk Industri's UNG2026 survey, 78% of 15–25 year olds say they consider whether mistakes are accepted when choosing a workplace.

By comparison, 62% of the general population say the same. That difference is worth noting.

Yet the desire for a psychologically safe workplace is not limited to one generation.

Young employees may simply be better at expressing something many experienced employees want too: A working environment where mistakes can be made without fear of blame or repercussions.

As a leader, you create safety through the way you respond to mistakes. By focusing on learning rather than blame.

Simply saying that mistakes are allowed is not enough.

Safety reveals itself when a mistake actually happens and you ask:

→ “What can we learn from this?” – before asking who made the mistake.

→ “What do you need me to do?” – before reacting.

→ “How do you experience me when I make mistakes?” – before blaming external factors.

An absence of mistakes does not create safety.

Safety is instead created when mistakes are handled in a way that makes it safe to discuss them and learn from them.

Generation Z is not asking too much of leadership.

They are simply helping make the expectations of good leadership clearer for all of us.

26/08/2026

Last night, we set aside our consultant roles for a while. 🌞

No one had to facilitate, evaluate or put anything into a broader perspective.

Instead, we put our knowledge to the test in Morten Kring Dahl’s quirky music quiz, tried out new dishes over our Stuga fire pit and gathered around the table at the office.

Usually, we meet as consultants and colleagues working with leadership and team development, each bringing different professional backgrounds and areas of expertise.

Last night, we left our titles at home. In their place came funny anecdotes, life updates and time spent enjoying each other’s company.

During our courses, we often ask participants: “What will you take away from today?”

Last night, the questions sounded more like:
“How are the children?”, “has the house project moved forward?”, “where did your summer holidays take you this year?” or “what has been on your mind lately?”.

Thank you to all our consultants who joined us for a lovely and slightly competitive evening. 😊

🇩🇰 Dansk version 🇩🇰
I går aftes lagde vi konsulentrollerne fra os for en stund. 🌞

Ingen skulle facilitere, evaluere eller perspektivere.

Til gengæld skulle vi gætte med i Morten Kring Dahls finurlige musikquiz, tilberede nye retter over vores Stuga-bål og samles omkring bordet på kontoret.

Normalt mødes vi som konsulenter og kolleger omkring leder- og teamudvikling. Alle med hver vores forskellige professionelle baggrunde og faglige ekspertiser.

I går lod vi titlerne blive hjemme, og de var i stedet erstattet af sjove anekdoter, livsopdateringer og hyggeligt samvær.

På vores kurser spørger vi deltagerne:“Hvad tager du med dig herfra?”

I går lød spørgsmålene: "Hvordan går det med børnene?", "er husprojektet kommet videre?", "hvor gik jeres sommerferie hen i år?" eller "hvad optager dig for tiden?".

Tak for en hyggelig og *lettere* konkurrencepræget aften til alle konsulenter, der deltog i går. 😊

19/08/2026

Pure satire. Mostly.

Do you recognise any of these in your organization?

Culture is shaped by behaviour. Not by corporate statements and smart buzzwords.

17/08/2026

What happens to your collaboration when AI makes it possible to complete more tasks individually?

For many of our clients, AI is playing an increasingly important role in the daily workflows, routines and processes of employees and leaders.

In many areas, AI enables employees to work faster, more efficiently and more independently.

At the same time, we see that this very efficiency can reduce the spontaneous questions, moments of professional sparring and conversations that used to arise naturally throughout the working day.

Greater efficiency should not come at the expense of the conversations where teams share experiences, challenge one another’s assessments and develop their collective knowledge and expertise.

These are important conversations that AI can support, but never replace.

As a leader, you must therefore find the right balance between the efficiency gained from tasks that can be completed individually and the collective expertise that develops through collaboration.

This places new demands on how you organize knowledge-sharing and professional sparring. If these conversations no longer arise naturally, you need to create deliberate space for them in everyday work.

🤖 AI can strengthen the work of the individual.

🗣️ But collective expertise is still built together.

…..

🇩🇰 Dansk version 🇩🇰

Hvad sker der med jeres samarbejde, når AI gør flere opgaver mulige at løse individuelt?

Hos mange af vores kunder får AI større og større indflydelse på medarbejdernes og ledernes daglige arbejdsgange, rutiner og processer.

AI gør på mange områder medarbejderne hurtigere, mere effektive og mere selvhjulpne.

Samtidig oplever vi, at netop denne effektivitet kan mindske de naturlige spørgsmål, sparring og faglige samtaler, som tidligere opstod i løbet af arbejdsdagen.

Den øgede effektivitet bør ikke fjerne de samtaler, hvor teams deler erfaringer, udfordrer hinandens vurderinger og udvikler deres fælles faglighed og ekspertise.

Det er vigtige samtaler, som AI kan understøtte jer i, men aldrig erstatte.

Som leder skal du derfor finde den rette balance mellem effektiviteten i de opgaver, der kan løses individuelt, og den fælles faglighed, der udvikles gennem samarbejde.

Det stiller nye krav til, hvordan I organiserer videndeling og faglig sparring.

For hvis de fælles samtaler ikke længere opstår af sig selv, skal de have en bevidst plads i hverdagen.

🤖 AI kan styrke den enkeltes arbejde.

🗣️ Men den fælles faglighed udvikles stadig sammen.

14/08/2026

Your calendar reveals what you truly prioritize.

Before the summer break, you probably made a firm promise to yourself: once summer was over, the constant rush and pressure would stop. Instead, you would make more room for calm, reflection and deep work.

But now your calendar is once again filled with meetings, operational demands and urgent tasks.

The ambition remained just an intention.

We meet many leaders who want to create more space for calm and focused work during the working day.

But good intentions do not become genuine priorities until they are translated into concrete behaviour, structures and protected time.

Half an hour of daily reflection therefore needs a fixed place in the calendar. Protecting that time also means actively choosing not to prioritize something else.

Reflection can bring new insights and perspectives – as well as greater control and self-leadership in how you structure your working day.

As a leader, the time you protect also shows the organisation what genuinely matters.

If deep work, calm and reflection never make it into the calendar, they rarely become genuine priorities within the organisation.

……

🇩🇰 Dansk version 🇩🇰

Din kalender afslører, hvad du i realiteten prioriterer.

Inden ferien erklærede du sikkert højt og helligt, at det efter sommeren skulle være slt med stress og jag, og i stedet skulle du give mere plads til ro, refleksion og fordybelse.

Men nu er kalenderen igen fyldt med møder, drift og akutte opgaver.

Ambitionen blev til en uforløst intention.

Vi møder mange ledere, som ønsker at skabe plads til mere ro og fordybelse i løbet af arbejdsdagen.

Men gode intentioner bliver ikke til reelle prioriteringer, før de bliver omsat til konkret adfærd, struktur og afsat tid.

En halv times daglig refleksion kræver derfor en fast plads i kalenderen. Og det er samtidigt et aktivt fravalg af andre prioriteter.

Med refleksionerne følger nye indsigter og perspektiver - og mere indflydelse og selvledelse af din arbejdsdag.

Som leder viser du ligeledes organisationen, hvad der har reel betydning, via den tid, du beskytter.

Hvis fordybelse, ro og refleksion aldrig får plads i kalenderen, bliver de sjældent en reel prioritet i organisationen.

13/08/2026

Which language do you prefer to use in professional settings?

At Iltihouse, we work with many international clients and participants.

Most of our leadership programmes are delivered in English, as our clients often work across countries, cultures and languages.

At the same time, Iltihouse is a Danish company. We are based on Zealand, and the Danish language is part of our identity and remains an important working language at Iltihouse.

Leadership, feedback, collaboration and culture all involve nuance. Language should therefore open the door to meaningful and honest dialogue, not stand in its way.

That is why, just over six months ago, we made a conscious decision to publish our content in both English and Danish.

This way, we hope that everyone who follows Iltihouse’s activities, news and Friday reflections can engage with everything we share, regardless of which language you prefer to think, discuss or learn in.

From now on, the English version will appear first, followed by the Danish version. Both languages will remain a consistent part of our content.

We are also curious to know which language you prefer when reading and engaging with professional content on Facebook.

Your answer will help us tailor our future content more closely to you and everyone else who follows our work. 🙏

…..

🇩🇰 Dansk version 🇩🇰

Hvilket sprog foretrækker du at bruge i faglige sammenhænge?

I Iltihouse samarbejder vi med mange internationale kunder og kursister.

Størstedelen af vores ledelseskurser foregår på engelsk, fordi kunderne ofte arbejder på tværs af lande, kulturer og sprog.

Samtidig er Iltihouse en dansk virksomhed. Vi har base på Sjælland, og det danske sprog er en del af vores identitet og er fortsat et vigtigt arbejdssprog i Iltihouse.

Ledelse, feedback, samarbejde og kultur rummer nuancer. Derfor skal sproget skabe adgang til den gode og åbne dialog, ikke stå i vejen for den.

Det var baggrunden for, at vi for godt et halvt år siden tog et aktivt valg om at udgive vores indhold på både engelsk og dansk.

På den måde håber vi, at du, som følger med i Iltihouses aktiviteter, nyheder og fredagsrefleksioner, får adgang til alt indhold. Uanset hvilket sprog du tænker, diskuterer eller lærer bedst på.

Fremover kommer den engelske version først efterfulgt af den danske. Begge sprog forbliver en fast del af vores indhold.

Vi er samtidig nysgerrige på, hvilket sprog du foretrækker, når du læser og interagerer med fagligt indhold på Instagram.

Dit svar hjælper os med at tilpasse vores fremtidige indhold bedre til dig og andre, der følger med. 🙏

11/08/2026

Iltihouse is rooted in Vipperød, but our work takes us around the world. 🌍

Just outside Holbæk lies the small town of Vipperød. This is where you will find Iltihouse’s office and warehouse.

Much of our day-to-day work takes place at the office. From here, we speak with clients, prepare for our programmes, conduct research and exchange ideas with one another.

But as a consultancy, our most important work in leadership and team development rarely takes place at our own office.

We spend many days on the road. In fully loaded Iltihouse vans, we travel to our clients’ workplaces, conference centres, forests, outdoor shelters and scout huts.

Our assignments take us across Denmark, the Nordic countries and Europe and occasionally even farther afield.

Wherever we travel with a client, the location is never chosen for the experience alone. The setting must support the participants’ learning and the client’s specific needs.

A Swedish forest can create space for calm, reflection and deep thinking - while a large conference room can provide the right setting for inspiring talks, collaborative exercises and focused practice with feedback.

Our roots are in Vipperød. But our work takes place wherever we can create the greatest value for our clients.

🇩🇰 Danish version 🇩🇰

Iltihouse har rødder i Vipperød, men vores arbejde spreder sig til hele verden. 🌍

Lige uden for Holbæk ligger den lille by Vipperød. Det er her, Iltihouses kontor og lager befinder sig.

En stor del af vores daglige arbejde foregår på kontoret. Det er herfra, vi taler med kunder, forbereder os til kurser, researcher og sparrer med hinanden.

Men som konsulentvirksomhed foregår vores vigtigste arbejde med leder- og teamudvikling sjældent hjemme på kontoret.

Vi har mange dage på farten. Med tætpakkede Iltihouse-kassevogne kører vi ud til vores kunder, konferencecentre, skove, shelters og spejderhytter.

Opgaverne fører os gennem hele Danmark, Norden, Europa og indimellem sågar videre ud.

Uanset hvor vi rejser hen sammen med en kunde, er kursets sted aldrig valgt for oplevelsens skyld alene. Rammerne skal understøtte deltagernes læring og kundens konkrete behov.

En svensk skov til ro, refleksion og fordybelse – et stort konferencelokale til inspirerende oplæg, samarbejdsøvelser og målrettet træning med feedback.

Vipperød er det sted, hvor Iltihouse har rødder. Men vores arbejde foregår netop dér, hvor vi skaber mest værdi for vores kunder.

07/08/2026

Hvornår føler en ny medarbejder sig egentlig som en del af teamet?

Sommerferien er ved at være ovre, og kontoret summer igen af liv.

Det er tiden, hvor gamle kolleger vender tilbage, og nye kolleger bliver budt velkommen.

I mange organisationer starter onboardingen med en introduktion til systemer, processer og opgaver.

Det er selvfølgelig vigtigt at forstå, hvordan dagligdagen er skruet sammen.

For nye medarbejdere er opstarten også ensbetydende med, at de skal finde sig til rette i et nyt fællesskab og kultur.

Det er i denne periode, de mærker, om organisationen har plads til dem. Og hvor de danner deres første indtryk af samarbejdet, kulturen og ledelsen.

Det er nu, hvor jeres værdier bliver synlige i praksis. Ikke via en beskrivelse i jobopslaget, på intranettet eller i medarbejderhåndbogen.

Onboarding har ikke kun til formål at vise nye medarbejdere, hvordan organisationen arbejder og opererer.

Det er også i denne periode, hvor I viser, hvem I er som organisation - og hvem du er som leder.

Når nye medarbejdere oplever, at de hører til, bliver det lettere og mere trygt for dem at stille spørgsmål, lære nyt og bidrage til fællesskabet.

For det er gennem tryghed, fællesskab og en nærværende leder, et godt onboarding-forløb for alvor begynder. 💡

Har I spurgt jeres nye medarbejdere, hvordan de oplever jeres onboarding-forløb?

……

🇬🇧 English version 🇬🇧

When does a new employee truly become part of the team?

The summer holidays are coming to an end, and the office is coming back to life.

It is the time of year when familiar colleagues return, and new ones are welcomed.

In many organisations, onboarding begins with an introduction to systems, processes and daily tasks.

Understanding how the organisation works is, of course, important.

But for new employees, the first weeks are also about finding their place in a new team and organisational culture.

This is the period where they discover whether there is room for them—and where they form their first impressions of collaboration, culture and leadership.

This is when your organisational values become visible in practice.

Not through a job advertisement, your intranet or an employee handbook.

Onboarding is not only about showing new employees how the organisation operates.

It is also about showing them who you are as an organisation—and who you are as a leader.

When new employees genuinely feel that they belong, it becomes easier—and safer—for them to ask questions, learn, contribute and become part of the team.

Because that is where great onboarding truly begins: through psychological safety, a sense of belonging and leaders who are present. 💡

Have you asked your newest employees how they experienced your onboarding process?

Iltihouse ApS

02/09/2026

01/09/2026

28/08/2026

26/08/2026

19/08/2026

17/08/2026

14/08/2026

13/08/2026

11/08/2026

07/08/2026

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