50 Years of Shaping Specialists into Leaders with Heart and Backbone

This article was first published at Ingeniøren on May 7, 2025.

In the decades following the Second World War, it became clear that something was missing among Technical Specialists. Though highly skilled in technical domains — from bridge design to reactor modelling — many civil engineers lacked the tools to lead teams or navigate financial complexities

Inspired by developments in the United States and addressing urgent needs in both industry and academia, the Danish Society of Engineers established DIEU (Dansk Ingeniørforenings Efteruddannelse) in 1975. Its mission was to provide technical specialists with the skills required to lead, manage, and grasp economic principles.

Since then, the landscape has changed considerably. DIEU was renamed Mannaz – meaning “human” – reflecting the shift in essential leadership qualities. Today, leadership programmes combine professional expertise with personal development, sustainable transformation, financial competence, and impactful strategies. Mannaz’s purpose is to “Move what matters”.

At Mannaz, there are now more than 100 employees and 200 international consultants, enabling and facilitating diverse industries, including engineering, tech, pharmaceuticals, SMEs, public administration, and NGOs.

Marianne Egelund Siig, Mannaz’s CEO for five years, emphasises that »the core of leadership development today is transformation, demanding significant efforts from every leader.«

Mannaz has a strong tradition of practice-oriented and human-centric learning. How do you ensure that this approach remains relevant in an increasingly digital and globalised world?

»Our goal is to enable skilled, resilient, and empathetic leaders. Our learning models are theoretical, concrete, and practice-oriented. Most importantly, your personal development is at the centre. We receive daily feedback from participants and organisations who appreciate being able to apply the methods and tools we provide. The changes are immediate, and insights and knowledge can be put into action right away.«

Mannaz offers in-person facilitation, virtual learning spaces, and digital platforms. Our core values, however, have not changed since 1975:

»It is still about being able to lead, deliver results, and be transparent in a changing world. Our instructors are both theorists and practitioners, and we focus on training with real dilemmas. That’s what makes us relevant. The fact that it can now also happen on a screen allows more people to join across time zones. The interaction remains dynamic and engaging, even in a virtual space. It saves travel time and CO₂ emissions.«

How are you integrating new technologies, such as AI and data analysis, into your teaching formats and content?

»We view AI as both an opportunity and a challenge. It’s not sufficient to simply utilise or be captivated by the numerous possibilities offered by the technology. One must also understand how to employ it responsibly. Our focus is both on teaching how to harness AI effectively and ensuring we use it responsibly ourselves.«

Marianne Egelund Siig mentions experiments with AI-based coaching tools, learning apps, and data analysis that adapt teaching to the individual’s development profile.

»AI has the potential to democratise leadership development. Imagine having a personal AI coach to consult with between your meetings. That’s the next chapter for us.«

5 COMPETENCIES TO TRANSFORM TECHNICAL SPECIALISTS INTO LEADERS OF THE FUTURE

Future Leadership Capacity

As global challenges and increasing complexity continue to shape the world, the importance of leadership has never been greater. Both formal leaders and organisations must strengthen their leadership capabilities by embracing these five essential competencies: