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The history of astrology is long and comprehensive. This means that we as astrologers can draw on knowledge reaching back several thousand years - knowledge that through its own development and experiences offer a wealth of counseling possibilities. This is the case when we talk of the individual, which is what astrologers primarily have worked with, but most certainly also the case when we discuss businesses, selection and development of employees, just to mention a few of the areas on which astrologers offer business counseling. The holistic way of thinking, which is increasing its hold of society in general has also influenced businesses and more managers are motivated to look into for instance astrology. They use it when they are considering important decisions that will touch on the future of the company and its employees. This could be strategic planning, mergers, acquisition of companies, strategic alliances and expansion through subsidiaries at home and abroad, just to mention a few of the various tasks that business astrologers face.

Why is Astrology unique?
But what is the strength of astrology seen in relation to other present analytical tools? Why should a company choose to work with a business astrologer instead of working with the usual set of counselors? The business management counselors, the CPAs, the lawyers. Well, said in all modesty, astrology and business astrologers have far more to offer than the traditional analyses provide. Traditional analyses and prognosis are usually produced based on historical and present experiences and studies. Strategy plans are prognosticated based on the expectations of the company and its industry vertical. This means a certain of uncertainty will always be tied to decisions and timing founded in the plans. Astrology can determine future needs, and importantly, the optimum timing for any action as a horoscope is calculated based on the past, the present and the future. An astrological analysis can thus reveal when specific actions or activities can best be initiated. It can identify unused resources in the company - resources that can be used when expanding or rationalizing. These are just a few of the core areas that a business astrologer woks with. I wish to stress that an astrological client should not use astrology exclusively, but continue to listen to the counselors that have normally been used. Astrology is not the only source of information or a replacement of traditional counseling, but a complementary tool. One of the most unique characteristics of astrology is its ability to help companies time their actions and projects. Projects or plans that and organization has worked on for several years. We all know from experience what the results are if we are in the wrong place at the wrong time. If the organization has worked for several years on a new product or concept that is now ready for introduction on the market, and astrologer can help the company time this entrance. As far as I know, none other than astrologers can offer this service.

Astrology in Management
How much influence has business astrology in relation to society and management? This questions is, of course, difficult to answer. Probably only a very small percentage of the business world uses this type of counseling on a regular basis. It isn't difficult to explain why we don't know the exact number. First and foremost, astrology is in many ways still regarded as a discipline belonging to women's magazines or in the tabloid press - pure entertainment. Computerized chart interpretations, which can only provide a simplified and primitive view, are also among the things that have ridiculed astrology. As you can see, astrology must combat a lot of prejudice. This prejudice is created through the lack of seriousness among many professional astrologers. Generally, business astrology also face the antagonism of the public in general. This is not only caused by the above- mentioned factors, but by the entirely sensible attitude of ordinary people that it is rather improbable that you can dictate a company strategy based only on its chart. In spite of so many people today going through changes in their mental outlook, also called a paradigm shift, we will still see many good and productive ides not being carried out because of prejudice and lack of knowledge in persons limited by their thought and action patterns. This is probably the largest obstacle preventing astrology taking its position as a management tool beside other acknowledge tools. But we have to accept that it takes time to change an individuals perception of reality. You could almost say that on the management/employee level, there is a certain inertia - conscious or more probably unconscious - connected to change and using new instruments in the development process. Everyone is more or less tied to the usual way of thinking in an organization, and that is not necessarily a fertile way of preparing for the future. No phenomenon stands as much in the way of the future as traditions - speaking generally and not just about embracing the world of astrology. Traditions often prevent new thoughts, ideas and visions from being tested based on the prejudice connected with the traditions. Well-known opinions and attitudes are celebrated at the cost of curiosity and the wish to acquaint oneself with new management theories. No other tool will as astrology be able to add completely new opportunities and insight to the business world and add a spiritual and humanistic touch to this world of fact and exact data. In short, we as business astrologers are on a mission to make our message known to as many people in companies as possible. This task is simply performed by acquainting managers and employees of the diligently executed work business astrologers supply, and little by little opening their minds to the fact that there could be another way of viewing the world than the one they have so far used. Natural science, which has blossomed for some centuries has, after all, only those few hundred years of experience. As mentioned earlier, astrology and the astrological science and wisdom has been acknowledged and used for several thousands of years. A great task for astrologers is to phrase and develop concepts on an astrological foundation that can be shared and understood by all in a company. This is one of the ways in which you can develop visions and ideas that hold true in the future. Happily, more and more people are making use of our work and are also ready to step forward and make their experiences available to others. This, however, often takes several years of experience as an astrological user, and as the discipline business astrology is still comparatively new, perhaps 20 years old, there are only a few cases. Personally I am happy to say that I have business clients whom I have worked with since the mid-eighties, who know my product and myself intimately. These clients do step forward and tell of their experiences in daily press, radio, tv and at congresses and conferences on business astrology. Such openness lead to more contacts in our target group. When I get new clients who haven't contacted me through personal recommendation, and thus may be a little skeptical of trusting my advice 100%, I usually recommend that they take the analysis home and leave it in a drawer for 3 months. Once the three months have passed they can take it out and evaluate it. This enables them to see if they would have made other decisions if they had used the horoscope, and if these would have had a beneficial impact on the company and the employees. Business astrology is a new area for astrologers. This means there isn't much research on the subject, in other words - not much documentation.

Structural analysis
In this section I will describe two types of business astrology analyses. To me, these are of large importance to my clients. Usually these analyses are also what a business astrologer performs initially when entering into a relationship with a new client. The analyses are the structural analysis and the prognosis - also called strategic planning analysis. As all managers know the last discipline is of extreme importance on most companies.

A structural analysis analyzes the company's core, its starting point. It is calculated based on the company's founding data:
1. year and date of founding
2. Time of founding
3. Longitude and latitude of the company's location

Is it really that simple, I'm sure many will ask. Yes, it really is. Often things are much easier than you try to make them. On these data the business astrologer calculates the natal chart - called the structural analysis by me - and as you can see from the illustration, this analysis deals with all issues that have impact in the everyday life of the company, as well as with themes such as strategic planning. Examples to follow.

In this very brief presentation of a structural analysis I have chosen to look at Novo Nordisk A/S. A large Danish corporation operating worldwide, three fore of interest to many people. Novo Nordisk A/S, www.novo.com, is an organization within the medical industry. The company produces insulin and research is a core element in its existence. At the end of 2000, the company was divided into two independent units - of which one is the company I am using in my example. (The other one produces enzymes and is called Novozymes). Novo Nordisk has had a good reputation for many years in Denmark. Its management methods, its employees policies and its employee benefits have all been applauded. Employees felt safely employed and they were proud to work for an organization producing medicine, thus working for sick people and their improvement. The chart I am using is the most recent for Novo Nordisk A/S and as you can see from the below data, it is from 2000.

It will be far to extensive to go into the entire analysis for this purpose. Such an analysis is a written report, usually 25-30 pages long. If you are a small company, you can minimize the cost by having the analysis spoken onto a tape of app. 1- 11/4 hours long. In both cases the analysis is elaborated through 3 hours of consultation, and subsequent consultation based on the company's needs. I have chosen these two areas for my example:

1. management profile and management strategy
2. external communication, customer policies, reputation

In an analysis it will often be relevant to draw in other areas of the company - for this example I have chosen to omit such references. Furthermore, this presentation is meant only to illustrate how an astrologer would attack such a task.
1). Novo Nordisk's manager, a very qualified and much respected man, resigned his post this year. A new CEO took over the post and he is described trough this chart as he joined the new company when it was started. It is always difficult to replace a king. No matter how qualified you are. This problem is actually enlightened through the horoscope where it is obvious that there are some problems with the role of the manager. These, on the other hand, are problems that you can remedy through changes to daily work routines, methods, areas of responsibility and social relations. If you wish to work with the challenging aspects, work with internal communication. It is necessary that the challenges have found their solution before you can draw on the positive influences. We have to face that Novo Nordisk has trouble with the authority and visibility which ought to come from the CEO. This important figure does not manifest enough externally regarding the employees conditions. The immediate conclusion would be that the employees feel insecure. They don't know if they have a job or not, they do not feel comfortable about what is going on behind the scene. Accordingly, a manager should focus on an open and visible management strategy and profile, which incorporates the employees as much as at all possible. The chart reflects that the overall structure and management role in regard to internal communication is not sufficient to make it work well. Communication is hidden. This will directly or indirectly affect areas such as earnings, quite important, but also the development potential, contact to employees abroad and research capacity, which is what the company lives off. Many things indicate that management is based on control. At the same time, employees feel uncertain as to what drives the managers. In this specific area - and not generally in Novo Nordisk - they lack a father figure, more open, more flexible, and better at communicating the strategy to the employees. In this horoscope we see a formal authority with invisible power and influence. These aspects touch on vital areas in the company's existence, more so reason to take seriously the changing of the situation. A research company that cannot develop because of impractical daily work routines really has a problem which will threaten its existence in the long run. In relation to internal communication, I would advise managers to open up the rigid structures and use the positive aspects in the horoscope. There are many positive aspects, much more so than challenging ones. However, let's stay with the challenging ones, there is another one that affects the situation described just now. The management role is influenced by the aspect in a impenetrable, opaque manner which almost seems dishonest. An unpleasant conclusion, but there it is. The groups and teamwork of Novo Nordisk only strengthen what we have arrived at so far. These elements do in no way create the security and solidity that is needed by the employees. Furthermore the aspect influences the external communication, and here we find the customers of Novo Nordisk - or, you might say, its financial foundation. It is unfortunate to have external communication involved in the aspects we have located so far - this means that it is apparent to the public that internal work routines are blurred and that this may affect confidence in the management. 3)

This aspect can be one of the most oppressive for a company if you are not able to work with it. The aspect focuses on the company's relationship with its community in a time where ethical leadership is discussed frequently. And it is present in NN, although through other aspects, but the internal problems results in the information flow being controlled in an ungainly manner. Already 3-4 months after Novo Nordisk was established as an independent company in November 2000, the company hit the limelight in a negative way. It was precisely the company's ethics - or lack of them -that was being looked at. Together with 38 other medical companies, Novo Nordisk A/S sued the South African government for wanting to produce copy of AIDS medicine. The original version was too expensive for the patients. Novo Nordisk A/S does not produce medicine for South Africa, but participated in the law suit out of principle. They wanted to continue to protect their copyright. This specific case causes me to bring in the following aspect which is closely linked to the situation. 4) This aspect reflects the formal manager role, lacking in flexibility and the ability to evaluate the best path of action regarding ethical management. Ethical management is very important in profiling Novo Nordisk to the community. Their actions in the South Africa case resulted in severe damage to their reputation in most of Denmark.

The first step when advising companies is to localize and describe the challenges they are facing. This is what we have very briefly done here. The second step is the acknowledgement of the problems. Usually the client has been through both processes to some extent the first time they contact an astrologer. Usually, management problems are exactly why a manager contacts an astrologer, so getting them to acknowledge the problems is there not very hard. Our challenge is to provide the client a guide or tools to start solving the problems. This we will attempt to do now - again very briefly. Suggestion for changes in management strategy We will concentrate on the astrological aspect of footnote 5. These influences can in many ways help the management of Novo Nordisk establish far more positive internal communication structures, than what they started out with. More importantly, they will gain a better relationship with their community, which is crucial to all companies. The positive aspects are, amusingly, found in the same areas where the challenges are located. With one exception. When we evaluate the resources and potential for development, we must also look at the 4th house, which deals with Human Resources. Aspects in this area contain one of the most important competitive parameters - the human factor. We will look at timing later on, when we determine the implementation of the strategic goals. As you can see, there are many areas to consider, when advising a company. Let us now recapitulate in which areas we initially determined that the company faced challenges.

1. Management strategy, management potential
2. Internal communication process The problems in these areas affected the following other areas

1. Earnings and financial relations
2. Development potential and research
3. External communications
4. Internal communications
5. Foreign relations (internally as well as externally)

Quite a handful! One of the best aids in this connection is the field of Human Resources, but furthermore the group resources connected to the IT strategies, teamwork as well as new an untraditional types of groups - areas which are also connected to Human Resources. For instance, I would recommend using an Intranet to solve some of the problems in the internal communications process.

Human Resources and Teamwork
In brief, the field of Human Resources contain all the below-surface activities happening in a company. These could be:
1. Informal groups and contacts
2. The emotional relations of the employees towards the management and their colleagues
3. Security factors
4. Values and attitudes

These issues are, of course, also connected to the field of teamwork. Whether we discuss formal groups with specific targets, a specific task to be solved or less formal groupings that may affect the employees. No matter which type of group we look at, we always have to consider the social processes in the groups. In this horoscope it is apparent that when solving the challenges within management and internal communications one is very much supported by closer interaction with the informal groups in the company. Provided, that the management understands the processes in the groups. This horoscope is aspected in such a wise manner, that the planets connected to the resources are also action-oriented planets. These further influence the company's overall strategy, symbolized by the collective group - or the company's employees. The management acknowledgement processes are also involved, through the external communication. The fact that the collective planets are so strongly represented in itself indicates that group activities are in focus. My primary advice to a company such as Novo Nordisk would be to establish cross-function teams. Such teams involve people from all over the company, from all kinds of functions, with all kinds of backgrounds etc. It will shed light on the company activities and provide different points-of-view. This is the most important aspect because we are working with team-building and human resources. (7) (When these groups are established, their job is first and foremost to define the problems. Then, through the analysis of Jupiter in particular (8), to point out the roads for acknowledging the company situation - in regard to management problems, internal and external communication, foreign matters and research. The planet Jupiter is an excellent help here, because it produces knowledge and insight, (contrary to the reproduction of knowledge in Gemini/Mercury). Its placement in the chart and its aspects to other planets control all relevant energy fields. Jupiter strongly relates to the area which happens to be this company's core business area - research. The planet has a positive aspect to Mars, which is action-oriented, and which can thereby assist the various groups in actually implementing their new strategies in the company. All daily group work methods, routines, etc. are givne the structure and ability to plan which is necessary in this connection. Furthermore, Mars is the planet of leadership, which provides the groups with the natural authority and independence which is also required to make things happen - and prevents them from being to influenced by outside pressure. Mars is the key planet in this proces because it relates to the human resource area in this chart and the planet's fine aspect to Jupiter (controlling leadership and strategy) gives this organization the best possible tools - provided leadership is based on teamwork and independent groups. In fact, with the structure we see here, the management style must never be too formal or traditional. It must instead build on development, improvement and acknowledgement processes to be able to produce pioneer work. This means that Novo Nordisk A/S actually do not have all the many resources to draw on when implementing management strategies in the traditional sense. This company does best by being a pioneer of management principles. This problem, the conflict between tradition and pioneer thinking, is permeating the chart structure. (8) There will always be problems in the area Internal Communication - between on the one hand what is usual, the traditional and safe, and on the other hand the experimenting and untraditional. The company should always opt for the latter path. Also because Uranus controls all parts of the company that are related to the learning organization, meaning that the new thoughts this planet generates are very useful for implementing new forms of education among employees of Novo Nordisk A/S. The company is also lucky enough to be able to benefit financially, if it adopts the above sketched strategy. In spite of the formerly discussed problems of internal communication that will come up, even these will in a long-term view work out better with pioneer processes. Before we leave the structure analysis and move on to strategic planning, I would like to comment on the last competitive advantage that can support the internal communication and management - the IT strategy.

Implementing a new IT Strategy
(9) The planet constellations involved in this to Novo Nordisk so important area are connected to the internal communication process, the external communication process, management strategy, generation of ideas and research as well as anything connected to the overall strategy and objectives. In other words an important tool for problem solving. IT strategies are connected to information of any type. In this case the company can use the resource in several areas. If we choose to first look at the internal communication and the management problems connected to this area, managers should look at any past teamwork and processes for knowledge and recommendations for creating open and visible structures for daily work routines, and suggestions for flexibility. Making life easier for the employee makes it easier for the company as a whole. Using an Intranet is an excellent idea, making sure that all employees can access the same information and possibly also influence the on-going development process. This is a brilliant way to counter the rater rigid structure that has previously made the employees feel insecure and uninformed. It also helps employees shape their daily work routines. This type of counseling will of course be much more detailed in a face-to-face consultation with a client than what we are able to describe here. On of the important fields of astrology is to create action plans and time schedules that help decision makers implement new strategies at the right time. More about this later. When we look at external communication, overall strategy and IT in Novo Nordisk A/S, it is quite apparent that Internet and other types of electronic news can be communicated through customer groups and the general public. Such a strategy will also help improve the company's image - which is extremely important for a company whose products arouse strong feelings in the majority of the general public because of the capitalization of the health industry.

As you can see, there are many resources in this chart - and we've looked at only a few of them. The business astrologer's job is to make these resources visible to the company. But, as mentioned earlier, the strength of astrology is first and foremost strategy planning. No other consultants are as astrologers able to time the implementation of strategy correctly. This is some of what we will be looking at in the following for Novo Nordisk A/S in the year 2003 - remembering, that we do not know the starting point of the company as we write (in March 2001). Remembering also, that this is an example and not an actual strategy. In connection with business counseling in the real world, of course you have personal meetings and follow-up talks.

Strategy for Novo Nordisk A/S - 2003 Progressive Chart
The first thing an experienced business astrologer looks at for any company is the structure of the annual prognosis. The strategy is always founded in the chart fields (or houses) that are activated. Activated fields can be explained as areas of the chart that are especially prominent in the coming year. These prominent areas are the ones that company decision- makers must concentrate their energy within - at least to start with. Next step in the process is an interpretation of the socalled large aspects. They furnish the company with valuable information about the conditions is can act under throughout the year. Questions such as: should the strategy be defensive, aggressive, where are our resources located etc. can be answered when looking at the large aspects. The uniqueness of astrology shows, however, in the timing of events. We go through these in what I call the specific part of the analysis. We look at time spans of a month, sometimes even shorter and try to pinpoint in time when it would be recommendable to run marketing campaigns, when it is a good idea to hire new employees, when you benefit the most if you start an internal training program etc. All important company areas are dealt with in this part of the analysis. In other words, in the planning phase we supply the company with a tool that it can use to draw up an action plan and an overall strategy for the year to come. Usually a company will not look at a time span of only one year - 2-3 years is the normal span of a strategic plan from an astrologer.

Let us look at the advice we will give Novo Nordisk A/S for acting in the year of 2003. Please bear in mind that this brief and sketchy picture can in no way be considered a complete astrological strategy plan -it is as said before only an example. A strategy plan which can be considered to barely cover a year will contain 25-30 pages as well as several consultations to discuss the report.

Activated fields
There are four separate areas that should have the attention of Novo Nordisk A/S decision-makers in 2003. They are:
a) Locations
b) financing, vendor policies, debit and credit policies, capital from business partners
c) development potential
d) human resources

These are each and all large and important areas. Furthermore they operate in both a definite level where definite decisions are made but also on an level dealing with more abstract conditions in the company. It is important here in the beginning of the analysis to point out that these fields are of neutral value. They only indicate the areas that must be worked with in the organization. It says nothing about the conditions that are present or when action should take place. We will return to that in a minute. Use these energy fields, as we can call them, as headlines for company growth and/or company challenges in 2003 - depending on how the chart is activated, which we will look at now.

Permanent large aspects in 2003
As you have seen in the previous, there is an astrological differentiation between on the one hand positive aspects that immediately provide opportunity for development and expansion in the pertinent areas of the company, and, on the other hand hard or challenging aspects. The positive influences are of course very comfortable because they give the company extra resources to draw on, ensuring or at least facilitate that plans and objectives to be carried out and achieved easily and successfully. However, we must first concentrate on the hard aspects. Not because they are the most exciting. Hard aspects are viewed by most people as generating problems of various natures and difficulties. On the positive side you could also say that the hard aspects give the organization a chance of development, because they force it to think in other directions than it would usually do. These new thoughts and concepts may result in new doors being opened. This is why I prefer to call hard aspects development aspects.

The active influences in 2003 in this company go in very different directions. There are 5 aspects:
a) 2 positive aspects (11)
b) 3 development aspects (12)

All three development aspects are among the mild ones, not until 2004 do we encounter more tough influences. (13)

Problem acknowledgement
The three influences that Novo Nordisk A/S should focus on are in an intricate way also oriented towards some of the activated fields. They also contain other elements which we will not go into here, as the analysis would then be too immense. The first problem Novo Nordisk will encounter is creating a new structure for the corporate culture. This is a psychological problem with its roots in the company locations. This challenge is found in some of the development aspects but is also reflected in the positive influences. When several aspects of otherwise varied characted - positive and development - touch on the same areas in a company chart this does not mean that the problems will disappear, but that the company though the positive aspects is provided with the resources that enables the company to solve the challenge through new and positive ways. The first piece of advice we can offer the management of Novo Nordisk A/S's in regard to the human resource area is that the managerial roles and external communication related to this creates psychological insecurity among the employees. How this managerial behavior actually works is something that should be discussed with the company when the dialogue about the analysis takes place. However, keeping the planet that is involved in the aspect in mind, we can at least say that the lack of correspondence between on the one hand the objectives and plans that managers feel the need to effect, and on the other hand the employees' need for security most likely is about questions regarding ethics, morality and general deliberations about how the company handles external communication. This could be rules and norms regarding marketing, possibly abroad, since the planet in question, Jupiter, is strongly related to the international and therefore is important in this chart. But Jupiter also has great importance regarding research and product development, which will be another challenge for company mangers to face: giving research employees the work conditions they need and want. Any solutions in this field must be designed by the relevant managers in this field. The two other challenging aspects are also closely related to human resources, but in a slightly different way. They also have, indirectly, at least, an effect on external communication and marketing. But other challenges are pointed out by these two development aspects: The problem of integrating human resource initiatives in the overall strategy. The consequence is that management must focus attention on all issues which reflect on how the company wishes to view things and follow up decisions by goals for the years to come. These aspects will have effect in the next couple of years, and in a way the problems are inbred in the company and have probably take up time during the first years of the company's existence. If not, 2003 is an excellent year to try and solve as many problems as possible in this area - otherwise the company will experience far larger difficulties in the years to come. Not exactly within human resources but rather the management and structures of daily work processes, methods, routines etc. But these future problems are not within the scope of this analysis. All development aspects in this prognosis involve the management, quite natural, as it carries the responsibility of the overall strategy. To summarize the challenges in the development aspects you could say that the goals of the company strategy in 2003 must be to promote the humanistic dimension, to stimulate the creation of ideas (central to this type of company) and create a marketing strategy founded on ethics and morality. And this just mentions the most important issues. The human resource challenges must be solved through the overall strategy in the shape of new management decisions regarding how external communication and product development is structured and carried out. Many things point to the fact that this company has a problem creating the right managerial parameters in elation to development - parameters that must also satisfy the employee need for insight in the company direction and company plans for resources. Another way of summarizing the challenges is values - the administration of these and the signals they send to the general public. The conflict is between the employee perception of the issue and their needs is relation to the subject versus the managerial overall strategy. Management has a tendency to drop employees between chairs and this affects the creation and development of ideas in the organization.

Problem solving
The first step in the process is defining the challenging areas. Some new organizational theories are changing their views to only focus on the things that a company excels at - leaving all problems aside. This may be understandable, but not recommendable when working with astrology. In astrology, if you don't work with challenging apsects, they will work with you. The problems found in the difficult aspects must be solved, they won't solve themselves nor be ignored. As I usually tell my clients: There are two possibilities when challenging aspects appear in the charts and thus in everyday company life. The one, the best one, is to acknowledge the problems, deal with them and try to solve them. In this case the company itself defines it situation and its future. The other way is to try and keep a status quo, an unchanged situation. This will simply not work in the long run, but to the contrary affect that the surroundings starts acting on behalf of the company - the problems inherent in the chart will be forced on the company by outside events. If you should choose the last "solution", the surroundings will define the company now and in the future. Therefore, the best advice for a company encountering challenging aspects is to take action and try to control the development. This is what we must try through the use of the two positive aspects which present several possibilities for solving the problems in the development aspects, because they affect some of the same areas. This is actually not always the case. Sometimes the positive combinations give opportunity to expand in other fields of the company - which usually makes it more complicated to handle the challenges. Looking at this chart however, both positive influences connect to the human resource area. This means that once the company acknowledges the problems and tries to think innovatively, the positive aspects will facilitate the achievement of results in the relevant areas. In short, these are:
a) management strategy and human resources
b) external communication and human resources
c) education and human resources
d) longterm strategy and human resources

Apart from one field which is not repeated in the challenging aspects (the creation of ideas) the ingredients for thinking in new directions are present. As something new, the 3rd house connected with the 9th house are strongly represented. If we consider employee conditions, physical and psychological it is apparent that this company will benefit from launching an educational program, courses etc. as a tool to reveal the nature of the problems. Talking of psychological mechanisms, they are usually unacknowledged, repressed and unconscious. A first step of the way could be to establish new types of employee development programs to encourage employees to work with the problems that are very visible in this chart, but not in the company. Another type of psychological course activity that would benefit this company is management training. The planet involved is strongly related to the manager and the management team. Since human resources also is about employees this company must find a combination that involves both parties. And courses should involve marketing and external communication - how does the individual employee perceive the managerial strategy in relation to himself/herself, when this employee acts outside the company? The courses could very well take place abroad, or could communicate foreign theories, or have foreign teachers. This last paragraph may sound banal - but is pays off to exploit the aspects as much as possible. Finally another model could be brought into action, nut as a replacement but as a supplement: Add new employees that possess knowledge and expertise not formerly present in the organization. Fresh outside air in many forms will help this organization. We could elaborate much more but this chapter is only intended to show the reader how to handle a structure analysis and strategic planning, so let us move on to timing the actions of the company.

Timing January 1st. 2003 - medio March 2003
This is a period of which the company must make optimum use, because several positive aspects to very important company areas are activated. They are (14):
a) longterm strategy
b) management strategy
c) external communication
d) internal communication
e) sales strategy f) IT-strategy
g) Educational measures - the learning organization

It is time to act, when the positive aspects are in your favor. I am often asked by my clients if it is possible to continue working on projects that were initiated in a fertile period even though you then move on to less positive times. Of course it is. Very often a project involving for instance external communication and its action plan will stretch over several years. The important thing about astrology and timing is to start the projects at a time that bears a positive influence. In astrology, the time when a project is started carries the energy of the project. This means that you can continue forever working on project started within a positive time influence.

Medio March 2003 - Medio May 2003
(15) Another beneficial period, before the challenges show up. Yet another questions is if the structure of positive/challenging aspects repeats itself: No, it does not. It is quite individual how a chart is structured, and the periods will vary from year to year. In the Spring of 2003, the company must try to think in a new direction as regards the below areas (some are the same as the previous months):
a) management strategy
b) IT-strategy
c) establishing development teams
d) credit and debit policies, credit terms, loans, bank contacts, insurance
e) international expansion

This is time I recommend that the company exploit in any possible manner - not least because of the influences in the months to come require that there are not many important plans that need to be set in motion, apart from the ones already launched. These spring months can also be used to establish a group working with areas such as industrial espionage, company enemies/competitors, unfair competition and disloyalty. This period offers sort of a tube into the collective unconscious - the company intuitively senses or accesses information regarding what cannot be seen with the eye.

Below surface activities.
Regarding point c: April and the first half of May can be used to launch group activities and establish development teams. (16) Regarding point d: Even though this period is generally positive towards the named activities, management must be ready to face some inertia in the process in the last week of March and in all of April. Be especially active in the third week of March and the two first weeks of May. (17)

Medio May 2003 - August 1st 2003
A difficult time where the company shouldn't do anything but mind everyday business and consider any outside problems that appear. The one area that the company can do something about is the area of cooperation, partnerships, strategic alliances and anything labeled external communication. Even within these areas the company must be cautious. The areas in the company that are especially afflicted by the challenging aspects are:
a) internal communication and all employee issues
b) sales strategy
c) finances - company's own earning ability and outside financial conditions such as creditors, debitors, back transactions, loans etc.
d) employee education
e) development strategy
f) IT-strategy
g) Teamwork

All areas demand a much more detailed explanation than we can offer here. One of the aspects that is released here is one of the most difficult to handle: first of all it makes it difficult to think clearly, see things clearly and thus difficult to make informed decisions. You may almost say that you can't see the forest for the trees - not practical when running a company. There is a marked tendency to make poor assessments of the situations you encounter and you may be defrauded. The difficult thing about the aspect is that the owner of the company attracts dishonesty, disloyalty, breach of confidence, unfair competition etc. in all areas which does nothing to improve the influence to the company and its decision-makers. Regarding point a, c and d: If the company has to initiate important projects within these areas, avoid the first three weeks of June. The challenging aspects are the strongest at this time. (18) Regarding point b, d, f and g: Even thought the entire period from the middle of May until 1st of August is difficult, a company cannot lie still for months. Within the above areas the company couls act in the last two weeks of June and the first week of July. (19) Still, a decision-make must keep the difficulties in mind for the entire period, but could use the mentioned three weeks as the least afflicted in the current situation. We will not continue further with the specific timing aspects.

You as a reader have now gained some insight in what a business astrologer can offer in relation to structural analysis and strategic planning. Those of my clients who have made use of this tool are fully aware of how to design a strategy based on astrological recommendations. As I mentioned earlier, the usual time span I work with is 2-3 years, which allows a company an overview of the upcoming conditions for a comparatively long period of time. The astrologer then makes detailed recommendations in the time analysis to offer the company the best times to initiate action plans. Business Astrology in the new century When I started working with astrology in 1972, the concept of business astrology did not exist. Astrology was more or less - at least in Denmark - considered a female hobby of sorts. In spite of that, I know more male astrologers than female. Astrology was not considered a craft but a pastime or hobby, only taken seriously in our own environment. In the eighties, the general public took a new attitude and from the middle of the eighties until the end, business astrology was gradually introduced in a few companies. As the years have passed, business astrology has through its own efforts acquired a comparatively commonly accepted position in the society along with other forms of business counseling. In astrological circles, this is pleasing, especially since for most astrologers, their vocation is also their passion. To be an astrologer or business astrologer is not just a job to be done, it is something we burn for and into which we pour our soul. Therefore we are grateful that we are allowed to pass on the riches of our craft to others, individuals and companies. To me, there is no doubt that our special astrological area, business astrology, will take on entirely new forms in the next 10-20 years - and thus also develop greatly.

Notes:
1) Ascendant - 1. house - Sun - Saturn - planets in the first house as well as aspects to all axis' and planets.
2) Venus as the natural ruler of the 7. house. Mercury as individual ruler. Placement in houses and signs and aspects to these planets must be reviewed.
3) Mercury square Neptune.
4) Pluto opposing Jupiter
5) Mars sextile Pluto. Mars trine Neptune. Mars trine Jupiter. Mars trine Saturn.
6) The planets Mars and the Moon + 4. house. The planets Uranus and Mercury. Also Pluto, because of its sextile to Mars. Otherwise the placement of and aspects to these planets.
7) Uranus trine the Moon
8) Uranus square Saturn
9) 11. house in the chart. The planet Uranus, Pluto as ruler of 11. house, Mercury placed in the house, aspects to these planets. Evaluation of the planets placement in the chart.
10) Look at the placement of the Moons and the Part of Fortuneets in signs and houses. In this case Cancer, Leo and 5th and 8th house.
11) The Ascendant sextile Mars. Mars trine Jupiter.
12) The Ascendant opposing Jupiter. Venus square MC. Venus square Mars.
13) The Sun opposing Saturn.
14) Progressive Moon sextile Saturn. Progressive Part of Fortune sextile Jupiter and MC.
15) Progressive Part of Fortune trine Pluto
16) Transit Uranus trine Mercury
17) Transit Saturn conjunct the Moon.
18) Transit Saturn opposing Venus
19) Transit Saturn trine Mercury.