Dreams And Details Academy

Welcome – We’re happy you’re here!

Looking for a way to get your hands on the book?

Buy the English book: Spintype (Print on demand)
Buy the Danish book: Gyldendal


The Dreams & Details Academy was founded by authors of the book by the same name, Jim Hagemann Snabe and

Mikael Trolle, with the dream of expanding the philosophy and the strategic mindset of the book to a wider audience.

The academy serves its partners in a variety of ways, including delivering key-note speeches, educating trainers on how to apply the model presented in the book, as well as consulting businesses in the use of the Dreams & Details model.

You are always welcome to visit us at Strandvejen 100 in Hellerup, or get in touch with us directly through email

Review Extract – Nik Gowing

Leaders at all levels are struggling to grip the new scale of global disruption.

Strategic assumptions are being turned on their head, sometimes daily or even hourly. The conformity which qualified leaders for the top in too many ways disqualifies them from embracing the scale of what now has to be understood, embraced then acted upon.

For many, the scale of change needed is beyond the kind of professional challenge they relish or even understand. It is not just uncomfortable: instead the evidence is that it is driving at least anxiety and in reality often deep fear.

Dreams and Details is an important book that help defines new thresholds of anxiety for leaders. It sets out to encourage those leaders by urging them to assess frankly their strengths and frailties, then re-define their capacities. In this way, there is a far better chance they will be able to re-invent themselves and survive, instead of being offloaded in summary fashion by a disillusioned board or governing council under pressures from shareholders or stakeholders.

For every leader the new challenge is how to disrupt all their assumptions about what leadership requires these days. It is about re-framing every way in which they assume they have to work. Snabe and Trolle argue that at the moment, too many just ‘paint over the rust’ and hope dark issues will just vaporise. ‘ Apparent success hides a crisis’. Ultimately – as with Kodak, Motorola or Nokia – ‘even the biggest become disrupted and irrelevant’.

In summary it is about ‘Goodbye Business Plan’, say Snabe and Trolle. Plans ‘rarely create the needed change’. So leaders ‘have to undo all they believed was right’. Yes! Business Plans are a conformist distraction.

‘Goodbye Business Plan’ captures their blunt and radical message of a new need for non-orthodoxy. It will be a struggle for most leaders, probably a painful one. Why so? ‘Change is hard – radical change is even harder’, they write. ‘The more detailed plans we make, the more defensive we become.’

Model Definition

The Dream is what we want to achieve. It is derived from the overall purpose and long-term strategy of the organization. The dream defines a relevant direction for the company, but not the plan on how to get there. The dream has to be ambitious enough to inspire the necessary changes and must be so inspiring that it motivates and engages. The Dream includes direction, ambition and inspiration.

The Details define which areas we need to transform and perfect in order to achieve the dream. In other words, the Details define which areas need the biggest change.  It is important to emphasize that we are not suggesting focusing on all details, but the few crucial details that need the most radical change to develop the needed capabilities and performance of the organization to achieve the dream. The details include the roles, the skills and the collaboration.

The Platform for change includes first of all a common Mindset for the organization. The mindset is derived from the dream and defines what people should have in mind, when they make decisions. As such the mindset enables people in the organization to make the right decisions in line with the strategic priorities. The Platform also includes a common Framework for the organization. The framework defines the boundary conditions, structures and rules within which the organization works. The framework allows people to act according to the “rules of the game”. In other words, the Platform enables employees to unleash their potential by allowing decentral decision making based on a mindset defining common priorities for decisions and decentral action based on a Framework defining “how we play together”.