ADVICE TO MY DEAR DAUGHTER

YOU ARE IN CHARGE OF YOUR CAREER

After many years as SVPs and members of the executive management of the Atlas Copco Group, we teamed up in 2019 to combine our knowledge and experiences in a common vision: contributing to a better and broader pipeline of managers to the business.

We both believe in the power of talented people. Marianne Hamilton’s books Advice to My Dear Daughter and An Organizational Philosophy have been our ‘tools’ to drive change.

After six fun, stimulating and successful years we have decided to close our company during 2025.

It has been FUN meeting so many inspiring people in so many companies and organizations during the years we have been operational. In Sweden, the Netherlands, Belgium, Canada, France, Germany and Great Britain to mention a few. The support we have received has been outstanding. Thank you!

STIMULATING as we have challenged ourselves in countless new situations and learnt so much about society, different business cultures, and individuals. As well as about book production, distribution and marketing. We have started a company, managed a company, and we are closing a company.

Our business has also been SUCCESSFUL as we managed to meet the need for a management book that challenge women to grow professionally by using their own power and drive. Proud to have sold nine thousand (9000) copies of Advice to My Dear Daughter in English. And to have an author, Marianne Hamilton, who is still in demand as a key-note speaker to inspire a younger generation.

Stockholm, Sweden, Spring 2025

Marianne Hamilton and Annika Berglund

Leverage the advice

Safeguarding a pipeline of managers

Advice To My Dear Daughter can be used to make sure a company captures the full breadth and depth of talent available. Both when recruiting and as part of ongoing development, as well as to safeguard the company’s pipeline of future managers. This is indeed a business-critical issue. The book contains 46 pieces of advice to inspire women to go for power positions and thereby truly have a possibility to make a difference.

CIRCLES

One efficient way to share information and spark change is to sit together and discuss different advice in a Circle setting. The ideal group size is 6-8 people.

When you start using Circles in an organization, you should start at the very top with the executive team. Everyone is tasked with reading the book and underlining what he/she finds important (this could be one or several pieces of advice, a statement, or just a word). The executive team then meets for an open, straight-forward discussion based on what the individuals found important. Some conclusions are ideally written down to be disseminated later by one of the Circle members.

Each participant in the first Circle then initiates the same process within his or her own team. This process continues with subsequent Circles throughout the organization.

The idea is that a member of a Circle not just reads on his/her own, but also gains insights from the discussions. The overall conclusions should be summarized for the benefit of the entire company.

MENTORSHIP

A mentorship program has the mentee in focus. It is the mentees actual situation that should be discussed as a basis for finding the way forward. The mentor, with far more experience, should trigger this process. However, to really understand a mentee’s actual situation is not easy. Perhaps the situation is hard to describe, or the mentor isn’t asking the right questions. It is important to ensure that the mentor doesn’t end up in focus.

This book can be used to trigger fruitful discussions between mentors and mentees. By reading one or a couple of different advice prior to meeting the mentee can get insight into possible dilemmas which can facilitate a dialogue by providing objective exampes. The book contains 46 advice, and can lead to better discussions throughout a mentoring relationship.

ON YOUR OWN

Distribute the book into the organization and let the employees read for their own benefit.

Ask them to think of:
1) Which of the 46 advice would you give to a young adept?
2) Are any of the advice counterproductive?
3) What advice do you miss?

The book can inspire them by providing chance to reflect and to learn more about what characterizes a sound company culture, based on performance and development, as well as gender issues in business. It can also prompt conversations and opportunities to share and learn with others who are curious and open-minded, with the passion to create an environment in which people can flourish.

An Organizational Philosophy

KEEP YOUR ORGANIZATION SHARP

The book An Organizational Philosophy is a case study on how an internal global job market with its clear principles and guidelines ensured a decentralized culture and continual organizational development, supported by employees’ individual drive.

Marianne Hamilton describes the journey taken by the Atlas Copco Group, where an internal global job market grew from an idea into one of the company’s most important success factors, leading to high job mobility and sustained organizational development.

SET EMPLOYEES FIRST

According to the internal global job market concept, all open positions are advertised internally before they are advertised externally. This gives employees the opportunity to pursue a career path at the company wherever they are in the world. The concept is based on the individual’s own drive to take advantage of the opportunities available.

At Atlas Copco, “never recruit for the same position as before” became a mantra and one of the ten principles of the internal global job market.

BUY AN ORGANIZATIONAL PHILOSOPHY

Buy An Organizational Philosophy in batches of 15 books, enough to share with a management team, a few members of the board and maybe also a few union leaders. BUY A BOX

Buy An Organizational Philosophy

15 copies of An Organizational Philosophy

The book describes the so-called Atlas Copco-model, a successful management-process; the thought-process behind and the implementation of it. “63 pages all of us should read when thinking about an organization” Ronnie Leten, CEO of Atlas Copco 2009-2017, and former Chairman of SKF and Ericsson, wrote in his first post ever on LinkedIn. The listed price is for 15 books, including freight. Within EU the price also includes VAT.

€550.00

www.mariannehamilton.com

Marianne Hamilton’s second career is as an author. She is using her knowledge and experience combined with a visionary thinking to write books. Management books and novels.

BELIEF IN THE INDIVIDUAL’S STRENGTH

“I have a strong belief in people’s inherent strength: individuals make it happen. It’s a person’s own drive and motivation that will enable them to reach a position where they can truly make a difference, creating lasting results that benefit their company and the community.

Having an organization with smoothly functioning processes and clearly defined accountabilities helps, but at the end of the day it is your own determination and competence that will take you to the top.”

SHARING EXPERIENCE

Marianne Hamilton has published several management books:

Her first management book, More Than Just Money — How to Produce Skilled Managers, was published in 2007. It was followed by More Than Just Power — Leadership Too in 2009 and Advice to My Dear Daughter in 2019. An Organizational Philosophy is her latest management book, published in 2021.

Buy An Organizational Philosophy: BUY THE BOOKS

Her ground-breaking introduction of a internal global job market at Atlas Copco, allowing employees to apply to all open positions, spurred a unique opportunity to improve the organization – making it truly decentralized – and strengthen the corporate culture.

Marianne Hamilton has also published several novels in Swedish, all of them available on www.mariannehamilton.com.