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Frithjof Norman Lund

Senior PartnerOslo

Leads McKinsey’s Private Capital practice in the Nordics and our global service line helping CEOs and boards of directors improve corporate governance; offers deep expertise in strategy, transformation and corporate governance.

Frithjof is a senior partner in McKinsey’s Oslo office. He leads McKinsey’s Private Capital practice in the Nordics, and McKinsey’s global service line helping CEOs and boards of directors improve corporate governance.

 

With a focus on strategy, transformation and governance for PE portfolio companies and within resources intensive industries, Frithjof advises executives on how to develop winning strategies in the current technological and geopolitical landscape, accelerate transformational change and put in place better governance.

 

For example, Frithjof has, over the course of a multi-year advisory relationship, helped a leading technology company shape a new strategic direction, redesign their organizational structure and corporate governance processes and accelerate strategy delivery – enabling the company to massively outperform their peers in the subsequent years. As part of another advisory relationship, Frithjof supported the transformation of a Private Equity backed portfolio company, helping assess the ‘Full Potential’ of the company, architect the transformation program, establish required performance management and accelerate value capture - enabling them to quadruple in value over 5 years.

 

To strengthen McKinsey’s advisory within corporate governance, Frithjof in 2013 led the establishment of McKinsey Board Services, a service line he currently co-leads globally. In this role, he has helped direct multiple board- and governance-related engagements, as well as McKinsey’s global surveys of governance best practices.

 

Frithjof speaks frequently on the topics of board governance and transformational change in the age of AI, both in Norway and internationally.

Published work

How public-company boards can thrive by adopting private equity practices,” McKinsey & Company, July 2025

How boards can tackle geopolitical risk,” McKinsey & Company, May 2025

Better together: Three ways to boost board–CEO collaboration,” McKinsey & Company, September 2024

The rising complexity of board directorship,” McKinsey & Company, March 2024

Four essential questions for boards to ask about generative AI,” McKinsey & Company, July 2023

An interview on building organizational resilience: A board-level priority in today’s challenging times,” McKinsey & Company, June 2023

Five ways to increase your board’s long-term impact,” McKinsey & Company, July 2022

The postpandemic board agenda: Redefining corporate resilience,” McKinsey & Company, August 2021

The role of boards in fostering resilience,” McKinsey & Company, June 2021

How boards have risen to the COVID-19 challenge, and what’s next,” McKinsey & Company, April 2021

Boards and decision making,” McKinsey & Company, April 2021

Boards and cybersecurity,” McKinsey & Company, February 2021

Boards in the time of coronavirus,” McKinsey & Company, April 2020

Boards of directors in the tunnel of the coronavirus crisis,” McKinsey & Company, April 2020

How CFOs can better support board directors—and vice versa,” McKinsey & Company, March 2018

Toward a value-creating board,” McKinsey & Company, February 2016

Organizing to enable the shift from volume to value,” McKinsey & Company, December 2014

“Active ownership—requires more expertise,” State Ownership Report, Ministry of Trade and Industry, Norway, 2010

Past experience

Norwegian Armed Forces
Second lieutenant

Education

INSEAD
MBA

University of Oslo
JD, law

University of Oslo and University of Bergen
Studies in psychology, organizational psychology, and organization and leadership

Norwegian Armed Forces
Officer candidate school