The challenge was to solve strategic and business opportunities by developing Mesta’s leaders and its leadership team to be better in working together cross divisions

In January 2002, Norsk Hydro acquired EON's German-based subsidiary VAW for circa 3bn EURO – the largest acquisition ever by a Norwegian company.

In April 2000, Norske Skog acquired New Zealand-based Fletcher Challenge Paper for circa 2.4bn US$ – at the time the largest acquisition ever by a Norwegian company.

Cardo is an international engineering group and a leading supplier of high-quality products and systems with a good aftermarket. Headquartered in Sweden, the group has operations in 30 countries and turnover circa 1.1bn US$.

Wallenius Wilhelmsen is a Norway-headquartered global provider of transportation and logistics management services, combining ocean transportation and short-sea shipping with inland logistics activities.

Mölnlycke Health Care, a Sweden-headquartered health care multinational, in June 2001 acquired a 200m US$ turnover 3,000 employee USA-based business from a Johnson & Johnson.

GM chaired a learning consortium devised and facilitated by The Performance Group that explored 'Creating Environments Conducive to Breakthrough Thinking'. The consortium also included top management from FedEx, Swedish Match, Tivoli and Dymo.

Leif Johansson, CEO, initiated a process with The Performance Group to generate additional values for the company. (Volvo had hitherto worked with three values - safety, environmental care and quality.)

Following the acquisition of Tarmac by Anglo-American the organizational structure was changed to allow the UK companies that form the Tarmac Group greater freedom and responsibility for their own strategy.

Over a number of years, The Performance Group (TPG) has supported one of the largest divisions of ABB on a global basis.