‘I don’t know very much about the man,’ Lars said, frowning. ‘If he’s the one you want to know more about, you’d really be better asking someone who covers the financial news, such as Dagens Næringsliv.’

‘He’s quite prominent in the NCCSF as well.’

‘In my opinion, not nearly enough! A man of his background and experience would be worth his weight in gold for the Federation. Ages ago, before cross-country had the arrogance to break away from the Norwegian Ski Federation and wanted to manage things for themselves, he was actually on the board. He was continually mentioned as a possible candidate for the post of president, but didn’t want it. At least that’s what all the rumours say. After Hege began to do well at the various ages and stages and looked as if she would have a career in skiing ahead of her, he more or less withdrew completely.’

‘More or less?’

‘Well, he’s still involved, in a sense. His company is a pretty major sponsor, for instance. He’s still the majority shareholder in MCV, isn’t he?’

Selma nodded.

‘Besides, he’s someone who roams around in that milieu,’ Lars went on. ‘He’s always involved when something big happens. Always has the official championship clothing. They think that’s terrific, those boys. They stamp their authority in that way. Show that they belong. That they’re on the inside.’

He grinned.

‘You’ll have to ask other folk about Jan Morell. But when it comes to the situation in the Crystal Palace …’

He tossed his head. In the wrong direction, Selma noticed.

‘… I could keep going all day long. Apart from creating fucking brilliant cross-country skiers, which isn’t to be sneezed at, I have to admit, things are in a pretty sorry state up there.’

He took a deep breath and raised his hands.

‘We’ll take it point by point,’ he said. ‘A combination of formal and informal power.’

He held one finger up in the air.

‘Fear-based leadership culture.’

Two fingers.

‘Devoid of competence within the organization and its finance, including a total lack of understanding of the need for transparency and openness.’

Three fingers up in the air. This anecdote was obviously one he had told many times, and he spoke as if he was reading from a script.

‘There you have the Federation’s three main problems. Bloody hell, there you have Norwegian sport’s three main problems! With a few honourable exceptions.’

‘What’s the worst?’

‘Worst?’

‘Yes, if you were in a position to change anything, what would be the most important aspect to tackle?’

‘The informal structure of authority,’ he answered after a brief pause for thought. ‘Informal power is really dangerous. Nepotism, the old pals act. It exists everywhere, of course, probably in every workplace, and it’s always negative. But in some locations it’s more dangerous than others.’

‘Oh? And then you mean …’