Insight

Inside organisations, a process can be planned by one team, agreed by a second, executed by a third, and reported by a fourth. Nobody experiences it end to end; every team experiences a fragment. To update a process, designers must first make the full landscape visible to all.

As the police prepare for the future, they are choosing an unconventional approach. The Norwegian design and innovation company Halogen has been awarded first place in the police’s new framework agreement for transformative organisational and business development.

In safety-critical environments, the margin for error is tiny. It is where people and systems stand between success and disaster. Problems often arise when new operations rooms are designed based on technology rather than placing the users' actual needs at the centre.

Digitalisation is about much more than just technology. To succeed with real transformation, we need to understand the connections between strategy, human practices, and the technical foundations. That's why we have made "The House of Digitalisation" – a tool for creating a shared understanding in complex projects.

How can you get started with exploratory working methods that address the complex challenges you and your organisation are facing right now? Halogen has designed a practical course to help you get started.

At this year’s D-box conference, "Permission to Experience!", our colleague Adrian Michalak-Paulsen shared how we at Halogen work to bridge the gap between design and law.

The world is changing faster and becoming more complex than the tools in the government’s traditional "catalogue" were ever designed to handle.

Developing new, data-centric facilities represents a monumental shift from traditional capital projects. The challenge is often not just technical—it is a complex restructuring of operational strategies, organisational responsibilities, and human-system interactions.

Today’s reality is shaped by complex and interconnected challenges. This applies both to global conditions—such as climate change, demographic shifts, and geopolitical tensions—and to the accelerating digital transformation that is breaking down traditional boundaries.

Halogen has mapped the status, challenges, and opportunities related to transparency in Norwegian public administration and has written a report.

Digital transformation is more than just an IT project – it is a complete rethinking of how you create value.

When Nordic Innovation approached us with ambitious goals to transform Nordic smart mobility and connectivity, we knew exactly where to turn: the playbook.

Does the state need a new set of Official Instructions for Studies (Utredningsinstruksen)? A welcome debate has emerged in the pages of Stat & Styring on this question, along with several important subtopics.

Perhaps you've heard designers talk about the sprint method, or maybe you've been invited to a design sprint with Halogen? In this article, we'll explain what a design sprint is, so you can look forward to five intensive and exciting days with us and the rest of your team.

How can we ensure a common understanding of problems in situations where many factors play a role, cutting across culture, language, competence, and perhaps even across organisations and sectors? How can we achieve change when facing high uncertainty and high risk?

Restructuring, restructuring, restructuring. Everyone has to restructure—all the time. The public sector needs new governance. Businesses must find new ways of working. Citizens' mindsets must change. The buzzwords are many, and you might be getting tired of them.

We are all searching for a universal method to solve problems and foster innovation in the public sector. Such a method, of course, does not exist. Service design is an example of a useful and effective method, but it's not for everyone and not for everything.

Public inquiries often identify faults but rarely offer forward-looking solutions. They quickly become outdated. We need to investigate the investigations—openly and exploratorily—to find new tools and ensure more fit-for-purpose reports.

Collective insight must come to the forefront if we are to solve the complex challenges our society faces. Let's use the NAV scandal to understand system failure instead of hunting for scapegoats.