- Small steps in the right direction
The dream was to create his own work place. As he moved toward this goal, he stumbled a few times, switched directions, but ended up with the billionaire company, Omega. Now, founder Sigmund Lunde dreams about using the Norwegian Fund for education and knowledge building.
By Kari Aakra
Published: October 16, 2015
- One step at the time. And they can be small. Do not worry about the speed. As long as you go in the right direction, it does not matter how fast you go. If you do this, the dream can actually become reality.
This is how Omega-founder Sigmund Lunde summarizes his journey towards his goal. However, it started in a stillborn business plan in the basement at Kåta, 1986.
Under the title, "To follow a dream...", approximately 70 apprentices, instructors, and other participants heard about the dream that turned into a billionare company with more than 1000 people employed across the world. Lunde opened the workshop day for apprentices at Ølen Kulturhus (Community building), October 14.
Step 1: From German language class to technology
- In junior high there was a crash between me and my German language teacher. I ended up giving the principal an ultimatum: either the teacher goes or I go. I ended up in woodwork class instead of language class. It was a small step for me that brought with it some major changes, explains Lunde.
Woodwork class was perfect for me.
- It was really fun to build something with my own hands, something you could see. It is still great to have a self-made table in the living room, and drive by houses you know you were a part of building.
Following junior high, was a year as carpenter apprentice, before he took a new step towards technical college and further education.
- Because I did not complete high school I had to take a pre-course to get into technical college. I struggled with math and physics, and after a year and a half I still did not understand anything; I received 2 (out of 6, where 6 is the highest grade) as grade on the first test. I was about to pack my things and go home, but suddenly realized that a majority of the class struggled with math. So I decided to try a little more and stayed put. Deciding to stay was a small step, and I completed the education program, says Lunde.
After completing his studies, he became a construction engineer and a petroleum engineer.
- Despite a couple of holes in my educational run, it turned out well.
Early eighties, Lunde is working at Haugesund Mechanical Workshop. He is building platform modules for the oil and gas industry. Here, he discovers the new technology which would become his dream and livelihood for the next 30 years.
- At this time people started using computers. These machines could perform the most amazing processes, and soon became more interesting than construction and petroleum.
Lunde was sold; he quit his job and started his own company in the basement at home - Kåta Data.
Step 2: To rise again after you fall
- The local businesses in Vindafjord have always been good in giving each other possibilities. Kåta Data delivered calculation programs for real estate prices for Berge Sag, a system for the mixing plants at Ølen Betng, and software for Westcon (then called Ølen Skipsindustri), he explains.
Still, the Kåta Data project was stillborn.
- It was a company without future. We sold IBM-compatible computers, networks, accounting systems, and printers. The price on our products dropped quickly during the first couple of months. In stead of earning money, we lost it. This was in no way a sustainable project, Lunde says.
As Kåta Data realizes that their concept will not live for long, Lunde's brother discovers new possibilities in the oil and gas industry.
- At this point, it was all about rising up after your fall. We had to get back on our feet again and the direction. We started focusing on database and project solutions for the oil and gas business. We also started delivering personnel.
Step 3: To Kilimanjaro and 1000 employees
Statoil came on the client list in 1994. In 1997 Omega moved to Ølensvåg with new office buildings. In 2002, Omega's 100th employee was hired.
- It was incredibly big when we finally we able to create a stable work place for our selves, and it was even bigger when we had hired 100 employees. After some time we got together a management team, and employed good people that expanded within their respective areas. We gathered many competent people who contributed to the growth and development of the company.
After this milestone, the Omega company experienced a long and steady growth period. During this time, Lunde went on a trip and climbed the Kilimanjaro in 2006.
Taking small steps proved to be the solution also here.
- We started the climb at 1000 meters. When we hit 3000 meters, the elevation sickness kicked in and I almost gave up. One of the local guides urged me to take small steps and breathe exaggeratedly. Once again, small steps in the right direction was the best thing to do; if you go too fast it may go badly. With this in mind, I managed to reach the mountain top.
The same year, Omega reached 600 employees and the dream of 1000 employees was born.
- We started talking about "Omega to 1000"; a completely crazy goal, but we reached it in 2011.
During his trip in Africa in 2006, Lunde came across a commercial banner reading "Big enough to deliver, small enough to care." This became Omega's slogan. With an increasing employee base and difficult demands from clients, it became more important than ever to hold on to the personal approach, through service and close follow-up of both employees and clients.
Step 4: Get people working
In 2004 Omega signed the IA (Inclusive workplace) agreement, with a focus on tailoring the workplace to people's needs to allow them to keep working, reduce sick leave and increase the amount of work for people with disabilities. Omega was strictly committed to be small enough to care.
- When we started Omega, we did not even know what sick leave was. As we increased in the number of employees, this became a challenge. This was a difficult area to handle when we were in the middle of our growth period. Today, one of the most rewarding things we do is to accommodate to the needs of those who have been on sick leave, or unemployed for a long time. This segment of our employee base really see the value of working and are "super" happy to be able to do so. It is a win-win situation; as an employer it costs us to not have our people working, and it is also a big costs to the one who cannot go to work everyday. We have a goal of keeping the sick leave percentage under 2 percent. Even though we do not succeed with this every year, we are still very close, says Lunde.
The past two years have been difficult, especially with the crisis in the oil and gas industry, and we have felt the ripples of the crisis here on the west coast. Omega has also suffered. Still, the only thing we can do is take one step at the time. Slowly, but always in the right direction.
- We may be fewer employees in the time to come, but we have been promised better times in the future. We will not move our headquarters from the country side. We want to make a work place, and it is invaluable to have one so close to home. The dream has always been that these work places should be local, says Lunde.
Step 5: The education fund
Is it possible to dream new dreams when one has passed 50 years?
The last couple of years, the 54 year old has started thinking about a new project.
- Without having started on anything concrete, I have a dream of working to ensure that the public pension fund and the Norwegian fund will serve more purposes than only securing pension for future generations. At work a lot has changed since I started 30 years ago. Today, we work in a completely different way; we use technology extensively and this has made the way we work more efficient. In the educational system on the other hand, we see approximately no changes since I was a student myself 40 years ago. We now have the opportunity to become a leading actor within knowledge, technology-based learning and science. This may have a huge impact on many actors, also outside of Norway's borders. The public pension fund could be a knowledge fund, we could use it to export competency within health, education and processes of democracy, a field where Norway lies way ahead of others.
He keeps the details of this plan for himself, but has already started setting some things in motion.
- This is real dream material. And probably unrealistic. But we are always allowed to dream.