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Philosophy

How we think

Tvimenning is not just a company with products. We have a view on what good software is, what good collaboration means and what creates value over time. That view did not come from nowhere.

Who shapes our thinking

We asked ourselves: why do we do this? The answer was not "because we can." It was "because no one else does it well enough, and it costs the sector dearly." Some thinkers put words to things we already believed - long before we knew their names.

The infinite game

A finite game has fixed rules, known players and a final whistle, like a football match. An infinite game has changing players, rules that shift along the way and no end. There is no winner, and the goal is to remain. Business is the second kind, and the Norwegian energy sector is a small, tightly connected example: people change jobs and meet again on the other side of the table. We do not want customers, we want partners. Modularity is the proof - our products stand alone and can be bought separately. That means weaker lock-inWhen the cost of switching supplier is so high that you stay for reasons other than the product being the best one. Not all lock-in is deliberate, but all lock-in must be known. and a lower threshold for replacing us, and in a finite game that is a mistake. In an infinite game it is the whole point.

Simon Sinek

Water - power and adaptation

Over 90% of Norwegian electricity comes from hydropowerElectricity produced from the potential energy of falling water - Norway's dominant energy source (~90% of production) with a unique ability to ramp up and down quickly.. When we say "be like water" it is not a borrowed quote - it is a reminder of what this entire sector is made of. Water shapes itself to the terrain. But water is not passive. It bores through rock. It drives turbines. Flexible enough to adapt - strong enough to hold.

Bruce Lee

The human in the digital

Digital transformation is not a technology project - it is a human project. Glossary, industry calendar and articles are available free, without login. Not because we have nothing to sell. But because trust is built through generosity, and an honest professional conversation is worth more than a polished presentation with unrealistic promises.

Brené Brown · Adam Grant · Nordic leadership tradition
SourceThe essenceHow it lives in Tvimenning
Simon SinekBusiness is a game without an end - the goal is not to win but to remainModularity, Røkte and the rewrite: three choices that cost in the short term and only make sense in a long game
Bruce LeeBe adaptable enough to fit - powerful enough to change"Flexible enough to adapt - strong enough to hold"
Kent BeckMake it work, make it right, make it fast - in that orderPair programming as a core principle, tests that make rewriting safe, and the customer in the team long before we called it a design partner
Brené BrownVulnerability is not weakness - that is how trust is actually builtThe rules of conduct, the pilot partner invitation, "book a chat" - all built on honesty rather than polish
Adam GrantGivers win in the long run - generosity is strategyGlossary, industry calendar, articles - all free because we believe in generosity as a business model
Petter StordalenValues and personality as competitive advantage - disruption that does not require abandoning who you areDeep domain experience + entrepreneurial courage = a combination the energy software market has not seen before
Rune SemundsethThe Scandinavian tradition of human-centred leadership - where honest conversation is the operating modelHow we structure client partnerships and conversations - radical honesty and seeing the whole person, not just the project

Knowing both the past and the future

We build for things to work for ten years. But slowness is not what produces quality. In this sector, EDIFACTElectronic Data Interchange For Administration, Commerce and Transport - UN standard for electronic data exchange. files and SOAPSimple Object Access Protocol - XML-based messaging protocol used in enterprise integrations, including Elhub. interfaces from the nineties sit alongside modern APIs and cloud operations, and an installation meant to stand for thirty years cannot opt out of either. Knowing the craft, and the years spent operating it, is what lets us adopt modern methods without losing what already works: the specification, the tests and the checks carry the requirements through every change, not just the time someone was paying attention. Experience is not a brake. It is what makes the speed defensible.

Commitment begins at signing

Supplier relationships are about more than what is specified in the contract. We own the problems until they are solved - not just until they are delivered.

Complexity is a design flaw

The energy sector is complex enough already. Our job is to take that complexity and make it simple for the end user. If something is hard to understand, it is not finished being designed.

Long-term is not a choice - it is a prerequisite

Critical infrastructure requires long-term partners. We align ourselves towards ten-year relationships, not projects with end dates.

Ownership, not dependency

Vendor dependency is a risk the energy sector cannot carry. We build on open standards and ensure you always own your own infrastructure, your own data and your own choices. Replacing us should be possible - that is precisely what drives us to work hard enough that you never want to.

Philosophy in practice

These principles are not speeches for festive occasions. They are operational - they govern what we prioritise, what we say no to and who we choose to work with. We believe the best software is made by people who care deeply about what they make.

See our rules of conduct