Nordson Nonwovens – Ben Peuten - Vice President Nordson Nonwovens
One leadership team, one direction, visible growth.
Within one year, Nordson Nonwovens achieved a clear improvement in collaboration and renewed growth in the business. What began as a need for better alignment within the Global Leadership Team grew into stronger shared ownership, more open conversations, and better decision-making around customer questions and strategy.
The central question was: how do you develop eight strong managers, spread across multiple countries, into one effective team with a shared direction?
When collaboration had room to improve.
The Global Leadership Team is made up of eight experienced managers in China, the United States, Germany, France, and the Netherlands. Each was results-driven and responsible for their own region or discipline.
In practice, this meant decisions were often made from within each person’s own domain. There was plenty of communication, but less alignment. That made it hard to set the strategic direction as one team.
Insight as the starting point
Nordson wasn’t looking for a classic leadership program, but for clear insight into the underlying team dynamics. The Team Energy Measurement offered an objective starting point for opening up conversations about energy patterns, responsibilities, and collaboration.
For the first time, a shared picture emerged of how the team actually functioned and where balance was needed.
Team development built into everyday work.
Building on the measurement, the team explored some fundamental questions: what is our home team, what are our shared interests, and how do we operate as one management team?
This led to concrete agreements on communication and collaboration, captured in a team contract. Teamenergy didn’t become a stand-alone program but a way of working, built into the day-to-day management routine and supported by short micro-sessions.
From individual responsibility to shared ownership
In everyday practice, the dynamic changed noticeably. Managers held each other accountable more often, listened better, and made differences discussable. Shared responsibility for decisions and strategic choices grew. Team development became part of the work itself.
Measurable improvement and growth
A year later, a second Team Energy Measurement showed clear improvement in openness, substantive conversations, and strategic alignment.
For the first time in a while, Nordson saw clear growth in the business again, driven in part by better collaboration and sharper alignment around customer questions and solutions.
"There's a more positive energy, people are motivated to give their best. A new way of collaborating and leading has taken hold."
Ben Peuten
Vice President Nordson Nonwovens
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