A New Chapter for Forestry: Why Strategic Leadership Matters in the Bio-Economy
The appointment of Kjell-Arve Kure as the new CEO of Viken Skog marks a pivotal moment for the Norwegian forestry sector. As the industry faces shifting global demands and an urgent need to transition toward sustainable, circular bio-economies, the choice of leadership is no longer just about operational efficiency—it is about strategic vision.
Kure, who transitions from his role as Vice President of Strategy at Billerud, brings an international perspective that is becoming essential for regional forestry cooperatives. His background, spanning roles at Norske Skog and extensive experience in European and Australian markets, highlights a growing trend: the professionalization of forest-owner cooperatives to compete on a global scale.
The Shift Toward Integrated Value Chains
Modern forestry is no longer just about harvesting timber. As highlighted by the ongoing projects at Follum and the evolution of Viken CTMP AS, the future lies in the entire value chain—from sustainable planting to high-tech industrial processing.
The challenge for leaders today is to bridge the gap between traditional forest ownership and industrial-scale manufacturing. Companies that succeed in this space are those that can maintain a local connection with their cooperative members while simultaneously navigating the complex, often volatile, global commodities market.
Why Industrial Experience Is the New Gold Standard
The decision by Viken Skog’s board to unanimously select a candidate with deep industrial roots reflects a broader industry trend. Forestry organizations are increasingly seeking leaders who understand political lobbying, complex supply chains, and strategic long-term planning.
- Political Acumen: Understanding the regulatory environment surrounding carbon credits and land use.
- International Scaling: Leveraging lessons from global markets (France, Germany, Australia) to optimize local operations.
- Sustainability Focus: Aligning timber production with the urgent global demand for renewable construction materials and bio-packaging.
The Human Element: Leading Through Change
While technology and strategy are the engines of growth, the “culture” of the cooperative remains the fuel. Kure’s emphasis on being interested in both the business’s health and the people within it is a vital trait in an era where talent retention in rural industries is difficult.
By keeping the cooperative structure—where the owners are the harvesters—the organization maintains a unique advantage: a direct, vested interest in the long-term health of the land. This “stewardship model” is increasingly attractive to ESG-focused investors looking for sustainable, long-term assets.
Frequently Asked Questions
- What does a forest cooperative CEO actually do?
- They manage the business side of forestry—selling timber, providing silvicultural services, and investing in downstream industrial projects—to ensure that individual forest owners get the best possible return on their land.
- Why is the Follum site significant?
- Follum represents the ambition to move from raw timber export to high-value industrial production, keeping the value-added processes within the region to boost the local economy.
- How does international experience help a regional cooperative?
- It provides a wider lens on market trends, such as new bio-based materials or international trade policy changes, allowing the cooperative to stay ahead of the curve rather than just reacting to local market swings.
What are your thoughts on the future of the forestry industry? Are you seeing more focus on sustainability or industrial output in your region? Join the conversation in our comments section below or subscribe to our weekly industry brief for more insights on the bio-economy.
