Magnus MackAldener is a Senior Consultant at Nordic School of Management and one of the initiators of the Executive Development Forum (EDF).
He holds an MSc in Vehicle Engineering and a PhD from KTH Royal Institute of Technology, and has built a long international career in industry and technology. More than 25 years at Scania and later within the TRATON Group, he has held senior leadership roles in R&D, electrification, and powertrain development, often with responsibility for large organizations and strategically critical decisions.
Today, he combines work as an interim CEO and advisor with leadership development for senior executives.
We met Magnus to talk about why the Executive Development Forum was created – and what sets it apart from other forms of executive development.
Magnus, you have yourself held roles with significant responsibility. What did you observe among senior leaders that made EDF necessary?
Many senior leaders are highly experienced and capable, but they often lack a professional context where they can work seriously with their leadership. Not in the form of advice or training, but through reflection together with peers in similar roles. EDF was created to meet that need.
You are very clear that EDF is a forum rather than a course or a network. What does that mean in practice?
It means that the content is not predefined. There is no curriculum to follow. Each session starts from the participants’ own leadership challenges. What makes EDF distinctive is the combination of a stable group over time and a structured method that supports depth and focus, without steering towards predetermined answers.
What is it about the method that makes EDF different?
It is the combination of three elements: small, fixed groups; continuity over time; and a consistent focus on the participants’ real-world challenges. When the same group meets repeatedly over the course of a year, trust develops. That makes it possible to move beyond surface-level discussions. At the same time, the structure ensures that conversations remain concrete and forward-looking.
You often emphasize personal responsibility in relation to EDF. How does that connect to the format?
EDF only works if participants take responsibility for their own development. There are no assignments to submit and no right or wrong answers. Instead, there is a shared commitment to contribute, to listen, and to work seriously with the questions that matter here and now. That is precisely what makes the forum relevant for senior leaders.
What is your role during the sessions?
I act as a moderator. My responsibility is to hold the framework, ask questions, and help the group make use of its collective experience. It is not about giving advice, but about creating quality in the thinking. You can’t dictate good discussions but you can create an environment where they are likely to occur. I see that as my responsibility. Choosing venue, guest speaker and thrust building exercises is something I put a lot of effort into.
What do participants typically say they take away from EDF?
Many describe increased clarity. Not necessarily fewer challenges, but a better grasp of them. Decision-making becomes more grounded, perspectives broaden, and the sense of being alone in the role is reduced. It is also common for the relationships within the group to continue beyond the formal forum.
Who is EDF best suited for?
It is well suited for leaders with significant responsibility who are willing to reflect and share experiences with others. EDF is not for those looking for quick fixes or ready-made models. It is for those who want to develop judgement over time.
Facts: Executive Development ForumYour Attractive Heading
Provider: Nordic School of Management
Target group: Senior executives, CEOs, and senior leaders
Format:
– Five group sessions over one year
– In-person meetings over two days; Day 1 from 4:00 pm, Day 2 until 14:00 pm
– 7–10 participants per group, from different industries
Approach:
– Peer learning in a fixed group
– Focus on participants’ own leadership challenges
– Structured facilitation and moderation
– A long-term forum rather than a one-off intervention
Purpose:
To offer senior leaders a trusted, professional context for reflection, perspective-taking, and the development of sound judgement in complex leadership roles.