Our vision is to make it possible for all sizes and types of organisations to evaluate their training and development initiatives, determine their effectiveness and maximizing the ROI of them. We believe that learning is a must in order to progress and succeed with business and growth, and by offering Kodo Survey we contribute to the development of a sustainable future.
With a gathered experience of more than 50 years, from large international enterprises as well as local companies and municipalities, it's with confidence that we say that we know measuring learning impact is a challenge that traditional systems do not solve for our customers. But we are making that possible - in an easy way - for large as well as small companies and consultancies
Kodo Survey is built based on our experience of training, learning and development, with an inspiration from Bloom's learning taxonomies, Brinkerhoff’s high-impact learning, Ajzen’s theory of planned behaviour and Kirkpatricks 4-level model for training evaluation, just to name a few.
Our team is our greatest asset. We are dedicated making sure that Kodo Survey offers everything we promise:
Fenix knows learning. He contributes to the development of our learning impact measurement solution with experience and best practices. He pushes borders and challenge status quo, but also loves good food.
Niclas is our mega-senior software developer. He's the one that put all ideas and the entire concept into code. He likes to go to cinemas with his kids and travel to Brazil. He's also two-timing us with another job, but we think that's ok.
Ulrika is making us look great. She's designing our communication material making the world aware of our offer. Apart from that, she trains krav maga and runs 10 kilometers in 50 minutes.
This is Niklas. Yes, we have two of those in the team, but we separate them with the "c" and the "k". As you can see he's mega senior as well. His job is to make sure that the other Niclas' code is making Kodo Survey user-friendly for you.
Henrik is a Chaos pilot that understand what it means to drive change and develop organisations. Since he doesn't have a TV in his house he has had time to help hundreds of organisations to change behaviour and develop cultures - and of course it has all been measured.