Why might some conflicts be more difficult to resolve than others?

Posted in Aktuellt, Leadership / Ledarskap on June 21st, 2011 by admin

(SWE: Att hantera konflikter på jobbet är en del av ledarskapet. Och dessutom en del som de flesta chefer jag möter säger sig vilja förbättra. Inte sällan drar vi ut på att ta tag i konflikterna för länge. Med effektivitetsläckage som följd!
Här nedan följer en artikel i ämnet som kanske kan ge Dig en del ytterligare kunskap i ämnet och ytterligare bidra till Din egen ledarskapsutveckling // Johan):

In my view, it is usually because at least one of the parties sets their will against resolution of the issues.

Let’s take a look at some of the factors that might be relevant here:

Select one unresolved conflict that you have sufficient knowledge about that you can consider it afresh in the light of the following factors. Take a mental step back from the conflict and decide which of the following elements is in play in regard to the unresolved issues:
•Is the conflict about disagreements over goals? In other words, do the different parties (you included) want to achieve different and apparently incompatible goals?
•Is the conflict about what constitutes a fact, or what weight should be given to different facts in a problem-solving or decision-making process?

A Case Study
Let’s consider these two factors before considering two more. In either of these cases, the issues are actually resolvable, even if they don’t seem so at the moment. It will take some hard work, but a conflict which is about either or both of these sets of issues can be resolved.

Colleagues who might not find it easy to deal with one another will have to sit down and talk it through.

They’ll need to be prepared to put their views on the table in a non-judgemental fashion, listen to other perspectives, seek to understand those perspective, ask questions to clairfy what they don’t understand and find a way forward which puts their customers’ best interests – and therefore their employers’ – before any other set of considerations.

Some compromising will be needed, some effort and some thinking. But it is do-able.

The Other Factors
So, what other factors might be affecting the example of an unresolved conflict which you are considering?

Here are two more:
•Is the conflict to do with the key players having different personal values?
•Is the conflict to do with the key players having different ideas about which processes, procedures, strategies and tactics are most likely to enable their team to reach its goals?

If the answer is yes, then again, in either of these two cases, the issues can be resolved. It will mean that the people at the heart of the unresolved conflict will need to talk through their differences, and have the courage to re-examine their own personal values and preferences.

See This…
Let’s look at this process through a short example:

Take the situation where a team leader wants to use their development budget to train the two less effective members of the team to bring them up to scratch.

She clashes with her boss who wants the same budget spent differently.

He wants the money to be used to develop the team’s top three performers as a reward and as an incentive to encourage them in future months.

These two colleagues have different sets of values and this creates a different view about how to spend this budget.

But it is still a resolvable conflict as long as the two people agree a way forward:

They may decide that the team leader has jurisdiction over her team and can decide how to spend her budget.

Or they may decide that her boss is the ultimate authority in the department and its his call.

Or they may decide that this year the less skilled members of the team will be trained, but next year the budget will be used to reward top performers with additional relevant development.

It is a question of deciding to resolve the difference because it is in your employers best interests to do so.

And as a leader you set the tone how conflict will be handled and resolved in your organisation. To do so effectively you need to you look within first and ask yourself: what unresolved conflicts could I play a part in resolving? What benefits would resolving these situations create for my team and my employer? Where will I start? And who else among my team will I encourage to address key unresolved conflicts today?

Source: Linked”Leadership.com, June, 2011
Link

Bra år för SATS

Posted in Aktuellt, Allmänt on June 21st, 2011 by admin

Allt fler företag inser betydelsen av att arbeta med att skapa rätt imagé för att attrahera och behålla rätt medarbetare. I de flesta fall när jag arbetar med ledningsgruppsutveckling samt affärs- och strategiutveckling med ledningsgrupper utgör detta en viktig del i strategiarbetet. De flesta företag vill upplevas som en arbetsgivare som visar omsorg om sina anställda och som månar om hälsa och välbefinnande. Att det sedan är faktorer som ökar produktiviteten vet vi ju alla sedan länge.
I en marknads- och konkurrenssituation där det handlar om att “få ut mer ur färre resurser” är detta en viktig, och i många fall avgörande, fråga för ledarskapet.
Med denna korta inledning vill jag introducera nedanstående artikel:

Det går bra för träningsjätten Sats i Sverige. Resultatet fördubblades i fjol när träningsformen zumba fick sitt genombrott. Även intresset för att ha en personlig tränare har ökat.

Svenskarna gillar att träna. Den märks i Sats senaste årsredovisning. Bolaget är den största privata aktören i gymbranschen och rörelseresultatet för den svenska verksamheten ökade med 100 procent till 115 miljoner kronor i fjol. Samtidigt steg omsättningen med 9 procent till 776 miljoner jämfört med året innan. Det beror bland annat på att fler spenderar pengar på personlig träning samtidigt som medlemsantalet ständigt ökar.

I maj 2010 hade Sats 135 000 medlemmar i Sverige.
– Nu började vi 2011 med 140 000 medlemmar och antalet har ökat sedan dess. Det gäller att skapa och hitta motiverande träningsformer som gör träningen roligare. Vi uppdaterar kontinuerligt vår gruppträning och har infört bland annat zumba som har gått väldigt bra, säger Farhad Jabbari, vd för Sats Sverige, till TT.

Koncernen Sats, som även finns i Norge, Danmark och Finland, hade vid årsskiftet totalt cirka 275 000 medlemmar. Det var 16 000 fler än 2009.

Förra året drog Sats-koncernen i gång lågpriskedjan Fresh Fitness i Norge och Danmark för att möte konkurrensen från andra bolag. Några planer på att öppna kedjan i Sverige finns dock inte i nuläget.

– Det är inget som ligger i pipeline, säger Farhad Jabbari.

Sats satsar i stället på att expandera i Sverige genom att öppna nya träningsanläggningar, närmast i Huddinge utanför Stockholm där ett nytt center slår upp portarna i augusti. I avvaktan på det finns 56 anläggningar på blågul mark. Och Farhad Jabbari är väldigt klar med vem som är bolagets främsta konkurrent.

– Det är soffan! Vi tycker att det är nyttigt att det finns andra aktörer som kan erbjuda träning. Det skapar bredd i branschen, säger han.

Källa: DI, 21 juni 2011

Tigern tjänar fortfarande mest

Posted in Aktuellt, Allmänt on June 20th, 2011 by admin

Tiger Woods har haft ett tufft år, men han är fortfarande den bäst betalda idrottsmannen i världen. Det senaste året har han tjänat 62,3 miljoner dollar, motsvarande 400 miljoner kronor.

Sporttidningen Sports Illustrated årliga lista över de bästa betalda idrottarna toppas för åttonde året i rad av golfspelaren Tiger Woods. Hans årsinkomst beräknas till 62,3 miljoner dollar. Men branschkollegan Phil Mickelson ligger hack i häl på 391 Mkr. Trea är tennisspelaren Roger Federer med inkomster på 373 Mkr.

Källa: DI, 20 juni 2011
Läs hela artikeln här

Hur mycket pengar gör oss lyckliga?

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on June 20th, 2011 by admin

Ett område som ständigt diskuteras inom ledarskap är lönens betydelse för tillfdställelse och motivation. Kort- och långsiktigt. Med både detta, och mitt stora intesse för Fact Based Management (Faktabaserat Ledarskap) i åtanke, vill jag dela med mig av denna artikel avseende den senaste forskningen på området:

Forskare vid Princeton universitetet i USA har fastställt att lyckan bara ökar upp till en viss inkomstnivå. Det skriver di.se.

I enkäten ingick 450.000 amerikaner och resultaten visar att lyckan ökar stadigt när lönen höjs från noll och uppåt. Men vid en viss lönenivå planar lyckokänslan ut. Då kan man bara köpa sig mer prylar vilket inte ger någon extra glädje.

Den optimala inkomstnivån uppgår till 75.000 dollar per år, vilket motsvarar cirka 490.000 kronor om året och drygt 40.000 kronor i månaden.

Efter det menar forskarna att ytterligare inkomstökningar inte gör det lättare att göra det som människor mår bäst: umgås med människor de tycker om, njuta av fritiden och undvika smärta och sjukdom.

Källa: DN, 20 juni 2011

Ett enda samtal kan betyda så mycket

Posted in Aktuellt, Allmänt, Customer care / Kundvård on June 19th, 2011 by admin

Fredag och snart helg. Känns bra efter en ganska tuff arbetsvecka.

Sitter på kontoret och avslutar en rapport för en utländsk uppdragsgivares räkning när telefonen ringer. Normalt sett svarar jag inte när jag är mitt uppe i ett skrivande som kräver min fulla koncentration, men jag trodde att det var min dotter som ringde. Big mistake!

Jag har nu en minst sagt upprörd äldre kvinna på tråden. Hennes upprördhet baserar sig på att hon säger sig få skräppost från ett av mina företag. Och vad värre är, hon säger sig ha kontaktat företaget ”ett tiotal gånger via mail” utan att dessa skräppostmeddelanden upphör.

Jag försöker lugna ner damen i fråga. Och för att ha någonstans att börja frågar jag vad hon ringer ifrån (som privatperson eller från ett företag)? Hon berättar att hon ringer från Galleria Kontrast. Detta galleri känner jag till. Mitt stora fotointresse gör att jag besökt dem vid några tillfällen. Men det förklarar ju ändock inte skräpposten …

Innan jag hinner säga något mer höjer damen i fråga rösten ytterligare. Dessutom blir hon allt mer otrevlig i tonen.

Jag finner ingen anledning att lägga mer tid på detta ärende och avslutar samtalet.

Sitter sedan och funderar ett tag. Jag har ju faktiskt ett bra intryck av Galleri Kontrast. Eller rättare sagt, jag hade tidigare ett positivt intryck. För nu ser jag plötsligt annorlunda på saken. Och min ändrade uppfattning är helt baserat på en enda persons beteende!

Bor man i Stockholm finns det ett stort utbud av allting. Det kan gälla skoaffärer, restauranger, mobiltelefonaffärer, gym och frisörsalonger. Vad vi än söker som kunder finns det ett flertal erbjudanden. Och alla är i stort sett bra. Så ser ut i de flesta branscher, d.v.s. vi som kunder har ett riktigt urval att välja på. Annat var det förr. Då fanns det ofta bara en, eller ett par, aktörer att välja på. Speciellt om man var ute efter hög kvalitet / service. Men det är ju en del i utvecklingen!
I den typen av konkurrensutsatta miljö som alla aktörer har att verka i blir det allt viktigare att ta väl hand om sina kunder, befintliga som potentiella.
Även om maten är god och priset OK på restaurangen vi besöker kommer vi inte tillbaka om servitören behandlar oss nonchalant. Eller som i ”fallet Galleri Kontrast” otrevligt. Detta trots att troligen alla andra som jobbar där håller en betydligt högre nivå.

När man vaknar en lördag eller söndag morgon och funderar på vad man ska göra i eftermiddag, och kanske börjar bläddra i DN för att se om det finns någon fin utställning att besöka, finner man ett riktigt utbud av gallerier. Och in linje med vad jag beskrivit ovan kommer mitt val nog aldrig igen att falla på Galleri Kontrast. Och det på grund av en enda person på fel plats!

Hur ser det ut hos Dig / er? Hur ska just Du / ni undvika att ha fel person i kontakt med era kunder? Det har man nämligen inte råd med i dagens affärsklimat!

Avslutningsvis kan jag nämna att jag även tillskrev Galleri Kontrast via mail och bad dem sända mig en kopia på något av de ”tiotal mail” man hävdade att man sänt till ett av mina bolag med en begäran av ”avregistreras från någon utskickslista”. Detta skulle kanske kunna hjälpa mig / oss att försöka komma till rätta med problemet. Jag fick följande svar: Jag har ingen anledning att komma med några “bevis”.

Organizations must build the capacity to learn and keep changing over time.

Posted in Aktuellt, Allmänt, Fact Based Management, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on June 18th, 2011 by admin

Make sure that your organization is fit and ready for change!

(SWE: Säkerställ att Du har en organisation som är redo för förändringar! Det är troligtvis den enskilt viktigaste utmaningen i dagens ledarskap. För att hänga med i dagens allt mer konkurrensutsatta marknadssituation måste beslut fattas allt mer faktabaserat och strategier implementeras mycket fortare än tidigare. Läs mer om detta intressanta ämne / denna utmaning nedan …)

This one of the (if not THE) major challange for most managers in todyas extremly competitive situation.
Please find some interesting and useful information on this subject:

To sustain high performance, organizations must build the capacity to learn and keep changing over time.

If you’re like most senior executives, you want your organization to be exemplary. But if you’re honest with yourself, you also know that it’s not and that, in fact, you’re not even sure what exemplary means or how you’ll ever get there. Most management writing won’t help: despite the multitude of volumes written on organizational excellence, nothing we’re aware of combines a view on the “steady state” of high, sustainable organizational performance with a dynamic perspective on how companies can transform themselves to achieve it.

We’ve tried to fill that gap with our forthcoming book, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage (Wiley, June 2011), from which this article is adapted. Our central message is that focusing on organizational health—the ability of your organization to align, execute, and renew itself faster than your competitors can—is just as important as focusing on the traditional drivers of business performance. Organizational health is about adapting to the present and shaping the future faster and better than the competition. Healthy organizations don’t merely learn to adjust themselves to their current context or to challenges that lie just ahead; they create a capacity to learn and keep changing over time. This, we believe, is where ultimate competitive advantage lies.

Getting and staying healthy involves tending to the people-oriented aspects of leading an organization, so it may sound “fluffy” to hard-nosed executives raised on managing by the numbers. But make no mistake: cultivating health is hard work. And it shouldn’t be confused with other people-related management concepts, such as employee satisfaction or employee engagement.

Nor should you study what other companies do and then apply their approach. While you can always learn helpful things from others, we have found that the recipe for excellence in a particular organization is specific to its history, external environment, and aspirations, as well as the passions and capabilities of its people. Creating and sustaining your own recipe—one uniquely suited to these factors—delivers results in a way that your competitors simply can’t copy.

Why health?
The case for health starts with an understanding of how it relates to performance. Performance is what an enterprise delivers to stakeholders in financial and operational terms. It is evaluated through such measures as net operating profit, return on capital employed, total returns to shareholders, net operating costs, and stock turns. Health is the ability of an organization to align, execute, and renew itself faster than the competition to sustain exceptional performance over time. It comprises core organizational skills and capabilities, such as leadership, coordination, or external orientation, that traditional metrics don’t capture.

More than a decade of research and even more of experience have led us to believe strongly that health propels performance—and that, in fact, at least 50 percent of any organization’s long-term success is driven by its health.

Statistical evidence
We have developed a survey to measure organizational health and administered it to over 600,000 employees at more than 500 organizations across the globe. The survey’s immediate purpose has been helping organizations to measure their health and then to improve in areas of weakness.

But the data we’ve collected over the years have also enabled us to study the relationship between organizational health and performance. And there’s a strong positive correlation. Companies in the top quartile of organizational health are 2.2 times more likely than lower-quartile companies to have an above-median EBITDA3 margin, 2.0 times more likely to have above-median growth in enterprise value to book value, and 1.5 times more likely to have above-median growth in net income to sales.

The results within individual organizations mirror the results from our large sample of companies. At a multinational oil corporation, for example, we analyzed correlations between performance and organizational health across 16 refineries. We found that health accounted for 54 percent of the variation in performance.

Experimental’ evidence
We’d be the first to admit that correlations should be treated with caution. But the case for health doesn’t rely solely on them. We’ve also tested our hypotheses at real organizations trying to improve the way they work.

At a large financial-services institution, for example, we selected an experimental and a control group that were comparable and representative of the wider organization by criteria such as net profit before taxes, customer economics, and branch staff characteristics. The two groups then implemented a sales stimulation program over an 18-month period—one using fairly traditional performance-focused methods, the other following a more balanced approach emphasizing performance and health.

The results were striking. In business banking, the traditional approach yielded improvements in value of 8 percent, the more balanced approach 19 percent. In retail banking, the traditional approach delivered a 7 percent improvement, compared with 12 percent for one emphasizing performance and health. Similar studies in other industries yielded similar results.

Evidence from transformation efforts
Finally, we’ve surveyed thousands of executives who have been through organizational-change programs. Data from one survey, on why change programs fail, showed that what we might see as “the usual suspects”—inadequate resources, poor planning, bad ideas, unforeseen external events—account for less than a third of the failures. More than 70 percent resulted from poor organizational health, manifested in symptoms such as negative employee attitudes and unproductive management behavior. Furthermore, our 2010 survey of executives at companies undergoing transformations revealed that organizations focusing on both performance and health rated themselves as nearly twice as successful as those focusing on health alone and nearly three times as successful as those focusing on performance alone.

Working toward ‘and’
The link between health and performance is good news. Unlike many of the key factors that influence performance—changes in customer behavior, competitors’ moves, government actions—your health is something you can control. It’s a bit like our personal lives. We may not be able to avoid being hit by a car speeding around a bend, but by eating properly and exercising regularly we are far more likely to live a longer, fuller life.

Of course, that doesn’t make the pursuit of performance and health any easier. Most companies know how to keep a close eye on performance, but health often suffers from neglect. We asked more than 2,000 executives to name the areas where they wished they had better information to help them design and lead transformation programs, for example. Only 16 percent chose near-term performance. More than 65 percent chose the company’s health for the longer term.

What’s more, even when companies do understand both performance and health, many pursue them separately. The result can be HR-led “people programs” that bear little relationship to a company’s strategic and operational imperatives, performance-improvement initiatives that cut more muscle than fat, or both.

In our experience, building health and achieving its accompanying performance benefits generally require transformational change. The approach we’ve found most effective for pursuing it consists of five stages, which we refer to as the five frames of performance and health. For each stage, you must answer a basic question that applies to both performance and health and then address a related performance- or health-specific imperative.

While no two change programs are alike, we believe that the five frames contain the key ingredients for an organization-wide transformation that delivers performance and health in almost all circumstances. In what follows, we offer examples from companies that have excelled in one stage or another to highlight what’s required to tackle both aspects of a transformation—with an emphasis on health, since pursuing it as an explicit goal is less familiar to most organizations. Although we firmly believe that each organization must find its own way through the five frames, these examples of companies that have made significant and lasting improvements in both performance and health offer some inspiration, as well as guidance on tactics we’ve seen work well.

Aspire
The importance of setting aspirations that emphasize health as well as performance came through loud and clear in one of our surveys: change programs with well-defined aspirations for both, we found, were 4.4 times more likely to be rated extremely successful than those with clear aspirations for performance alone.

Wells Fargo offers an example of how to pursue both: setting strategic objectives and then defining related health essentials. When current CEO John Stumpf became president, in August 2005, he brought his top team together in a two-day offsite session to debate Wells Fargo’s aspirations for its next era. The performance goal that emerged was to maintain the company’s track record of double-digit compound annual growth in earnings per share and revenue. To that end, the team doubled down on the bank’s long-term cross-sell aspiration of “going for gr-eight” (eight products per customer), with the medium-term goal of adding at least one product on average to its already industry-leading cross-sell rates. The bank’s leaders also set performance targets related to customer loyalty and customer attrition in all key businesses.

But a broader aspiration also emerged, which the team summed up in the phrase “One Wells Fargo.” This idea grew out of the realization that a huge amount of the value the team sought to create lay in what it called “mining the seams” of the organization: working together more effectively across the company’s lines of business to break down “silo thinking” and give customers a better experience that fulfilled more of their financial needs.

Thinking about the bank as One Wells Fargo helped the senior team focus on changes that would be needed to make the organization healthier: management practices related to customer focus, strategic clarity, and collaborating to share ideas and information were all strong within the lines of business but had to be distinctive across them as well. If One Wells Fargo was the strategy, organizational changes would be needed to support and enable it.

Assess
Before you move from goals to actions, it pays to take a hard look in the mirror to understand your company’s readiness to achieve its aspirations. What capabilities matter most to meeting your performance goals, and how strong are they in your company today? What mind-sets about “the way things get done around here” could undermine your quest for health, and what are their root causes? The value of such assessments of a company’s readiness to change can’t be overstated: in our 2010 survey, respondents at companies that diagnosed problematic mind-sets were four times more likely than those that didn’t to rate their transformations as successful.

When Pierre Beaudoin took over the aerospace division at Bombardier, in 2001, for example, he knew that it needed a performance boost to ride out the industry’s post-9/11 downturn. He also wanted the company to become a healthy, self-improving organization. The aspirations he set—Can$500 million in bottom-line savings, along with a continuous improvement in service and products for customers—required lean capabilities that Bombardier lacked at the time, as well as a significant change in mind-sets.

Probing cultural issues wasn’t something that came naturally to a company that prided itself on technical expertise. In Beaudoin’s words, “It was a challenge for me and for my leadership team to explain why we were spending so much time on the ‘soft stuff’ when we could be fixing factories, hardware, airplanes. We had lots of conversations explaining that if we did the soft stuff right, our employees, with our help, would be more able to do what they’re supposed to do, like make our factories efficient and work on engineering problems.”

These conversations and a more formal organizational self-assessment yielded a shortlist of beliefs that limited the value placed on individuals, the role of teamwork, efforts for continuous improvement, and the drive for results. One area where the company urgently needed to change was attitudes toward handling problems. As Beaudoin explains, “Suppose I come to a meeting and hear about four problems, and I slam my fists on the table and say, ‘I don’t want to hear about problems any more; you guys are there to fix them.’ Well, guess what—I’m not going to hear about problems. And that’s how you get yourself in deep trouble.”

Architect
Once a company knows where it wants to go and how ready it is to go there, it must work out the way from here to there. Countless leaders have told us that this is the hardest part of changing their organizations. But it’s also the stage in a company’s journey when efforts to improve performance and health start to fuse: they interlock and reinforce one another as a focused portfolio of performance-improvement priorities becomes a vehicle for shifting mind-sets toward health.

To understand what this symbiotic relationship looks like in practice, consider the turnaround A. G. Lafley famously engineered at Procter & Gamble after taking the helm, in June 2000. Lafley established some explicit priorities for P&G: focusing on 10 out of 100 countries, for example, and on four core businesses. Emphasizing these priorities was critical to P&G’s performance improvement. It also built a platform for one of Lafley’s deeper goals: to make P&G a more consumer-driven and externally focused company—a healthier one, in short.

As Lafley was setting priorities, he decided to draw up a not-to-do list. One item on it was P&G’s “skunk works”: experimental technology projects outside the company’s mainstream businesses. These endeavors—which had an annual budget as high as $200 million—reflected technological goals rather than customer needs and culminated in products and services that had to be “pushed” to the market in the hope they would be taken up. All this worked against Lafley’s customer-focused aspiration. And so the not-to-do list was rigorously enforced: “If we caught people doing stuff that we said we were not going to do, we would pull the budget and the people, and we’d get them refocused on what we said we were going to do.”

Often, shifting mind-sets means changing formal systems, structures, processes, and incentives. At P&G, Lafley made sure that planning processes started with an understanding of consumer trends and reframed the organizational structure to give it a stronger consumer orientation. Finally, role modeling, storytelling, and skill development can also play a vital role in shifting mind-sets. Lafley, for instance, set up an in-house college for managers and dedicated a substantial part of his own time to coaching. Although this soft stuff is often overlooked, it’s vital. Senior executives who told us, in one of our surveys, that they’d implemented initiatives to change their employees’ mind-sets and behavior during a transformation were twice as likely as others to report that it had succeeded.

Act
When it’s time to get moving, pilot programs are almost always the right way to start working on performance. If things go well, successes can be replicated elsewhere; if they go awry, you can confine mistakes to a small area. Early results also help to build your employees’ motivation and appetite for change. One key to successful pilots, we’ve found, is conducting them in two stages: first, a standard proof of concept and, second, a proof of feasibility, which will ensure that you have a replicable means of capturing the value you’ve identified across your organization. Too many companies don’t take the second step and find that they can’t build on their initial success.

But even the most carefully constructed pilots aren’t enough. Lasting, healthy change also requires an organization motivated to go the extra mile over and over again as employees carry out their routine, day-to-day tasks while fundamentally rethinking many of them. The whole process can feel like trying to change the wheels of a bike while you’re riding it. Not surprising, most companies find this difficult: one of our surveys found that only some 30 percent of all executives who had been through a transformation thought their companies had been completely or mostly successful at mobilizing energy in it.

CEO Julio Linares took the reins of Spain’s incumbent telecom operator, Telefónica de España, in January 2000, as earnings and cash flow were sliding. He used three methods to create a powerful engine for change as he transformed the company. The first was to help people “understand how the project they were working on would contribute to that year’s targets and, therefore, to the overall transformation program.” With that goal in mind, Linares and his team emphasized growth, competitiveness, and commitment as critical themes. Developing new distribution models and improving customer segmentation came under the heading of growth; adopting lean work processes and enabling online transactions, of competitiveness; and embedding a new set of company values and reorganizing business units, of commitment.

Second, Linares ensured that the whole company felt ownership of the changes. He and his senior team brought the telco’s top 500 executives together every January, for example, to help design the program for the year to come. Beyond this core group, Linares sought to “give relevant people at different levels of the organization an opportunity to participate” in the redesign of the transformation program “and then to complement that with a strong communication program.” Sometimes, companies need to reach out even further to create a shared sense of ownership. When structuring the transformation of India’s Larsen & Toubro, CEO A. M. Naik explained, “We involved one in four employees, about 7,000 people. I visited 38 locations of the company.” He added, “When the vision was finalized” in a document, “everyone could say, ‘That word was mine,’ you know? Maybe that word was in the minds of a thousand people. But the process created a shared vision everyone could believe in.”

Finally, Linares used progress evaluations, which are always important, as a third tactic for maintaining energy. Linares explained the need for them in this way: “The market is going to change constantly, and because of that you need to make a constant effort to adapt your company. Some parts of the program will end, but new ones will come up.”

Advance
The final stage is to make the transition from the intensive work and constant upheaval of a transformation to a period of continuous improvement. According to one survey, companies that build a capacity for it into their organizations are 2.6 times more likely to consider their transformation programs a success over the long term.

Continuous improvement can be cultivated during a major transformation effort by building an infrastructure, as you go, that includes knowledge sharing, learning methods, and expertise to help the company continue to improve. For these to be embraced after the initial transformation effort is complete, the right leadership skills and mind-sets must be in place. After the formal end of a transformation program at ANZ Bank, for example, the company trained more than 6,000 leaders in areas such as self-awareness, resilience, and the ability to energize oneself and others. The response was tremendous: participants spoke of the program’s “profound impact” and described the experience as “life changing.” ANZ also held other personal-leadership workshops to develop its employees’ ability to improve continuously, cascading the workshops right through the organization in a process that eventually touched more than 26,000 employees.

These efforts helped ANZ usher in an era of nonstop progress, which included grassroots business initiatives, organizational delayering, bureaucracy busting, internal job markets, and greater diversity. Supporting these endeavors were some 180 “champions” who worked, on top of their regular jobs, to foster continuous improvement in the businesses.

ANZ’s strong financial performance, in the years after its transformation, was accompanied by striking evidence of organizational health: it had the highest level of staff engagement of all peer organizations in Australia and New Zealand, and the share of employees who agreed that “we live our values” and “are earning the trust of the community” was 85 percent and 81 percent, respectively.

If you want to change your organization for the better and to make the changes stick, you must focus on its long-term health even as you push for higher performance now. We hope our research has convinced you that this sensible-sounding but often-ignored maxim is true. And we hope you see, from the examples earlier in this article, that practical insights and tried-and-true tools will let you tackle performance and health simultaneously. We fervently believe that business, and even society as a whole, will improve when organizations begin to report—and be judged—on their health just as frequently and rigorously as they are on their performance.

Source: McKinsey Quaterly, 17 June 2011
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Effektivare annonsering på Facebook?

Posted in Aktuellt, Allmänt on June 17th, 2011 by admin

Facebook hävdar att det är effektivare att annonsera mot sina egna Facebooksfans än vanliga användare. Det är resultatet av en undersökning som Facebook gjort tillsammans med annonsnätverket TBG Digital Test, skriver Facebook på sin blogg Inside Facebook.

Kostnadsminskningen när man riktar sig mot fans istället för vanliga Facebook-användare varierar beroende på syftet med annonsen:

– Att samla in registreringar blir 44 procent billigare
– Att få anmälningar till event blir 33 procent billigare
– Att driva försäljning blir 15 procent billigare
– Bloggposten är ett försök att sätta ett värde på Facebook –fans.

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Rosa skjorta, glöm det jobbet …

Posted in Aktuellt, Allmänt on June 17th, 2011 by admin

Första intrycket blir ofta kvarstående. Därför är det inte oväsentligt vad man sätter på sig på anställningsintervjun. Här är färgerna du bör undvika om du vill ha jobb.

Välj klädfärg med omsorg innan du går på intervju. Färg påverkar oss mer än vi tror. Det skriver karriärtidningen Shortcut som läst den norska boken ”Fergene forteller” av Tove Steinbo och sammanställt vad de vanligaste färgerna signalerar.

Rött signalerar styrka och mod och är ingen bra idé på jobbintervjun. Den kan till och med skrämma bort arbetsgivaren som tror att du är lite krånglig.
Orange passar bäst om man söker ett kreativt jobb. Visar på humor och praktisk kreativitet.
Gult är för lärare, jurister och forskare eftersom det är intellektets färg. Men för intensiv gul färg kan ge huvudvärk.
Grönt betyder empati och omsorg. Perfekt för den som söker jobb inom vården. Dessutom är det miljöfärgen framför andra.
Blått visar att du är en seriös och pålitlig person. Passar ypperligt i bankbranschen och näringslivet. Blått är ett säkert kort.
Turkost är tilltalande och ungdomligt och passar bra för yrken inom hygien och hälsa. Men överdosera inte, lyder rådet från färgexperten.
Rosa är ingen bra intervjufärg, den är för omodern och feminin. Om den används, så gör det sparsamt, skriver Shortcut.
Svart har gått från att vara sorgens färg till att symbolisera elegans. Den är aldrig fel men den säger ingenting om din person och risken är att du inte sticker ut bland de andra sökande. Matcha därför gärna med en färgglad detalj.

Klä dig inte i helvitt eftersom färgen inte säger så mycket om din person. Men en vit skjorta är klassiskt och visar att du tar jobbet på allvar. Off-white är lite mjukare än kritvitt.

Brunt och beigt utstrålar trygghet och kan kombineras med andra färger. Vill du uppfattas som stabil och jordnära är det färgen att bära.

Grått är den tristaste färgen av alla. Den har ingen karaktär och bör inte bäras på anställningsintervjun.

Källa: DN, 17 juni 2011
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USA mot recession?

Posted in Aktuellt, Allmänt on June 16th, 2011 by admin

Det finns en substantiell sannolikhet för att USA åter faller in i en recession. Svaga inkommande data, inklusive om den ihärdigt nedpressade husmarknaden, är varningssignaler om att USA står nära en gräns.
Det säger Robert Shiller, ekonomiprofessor vid Yale University och en av skaparna av S&P Case-Shillers husprisindex, i en intervju med Wall Street Journal.

“Prognosmodellerna svarar nej” på frågan om USA står inför en dubbeldip-recession. “Men jag ser tecken som säger mig att jag ska oroa mig för det”, säger han.
Beträffande amerikanska huspriser befarar Robert Shiller att de kan fortsätta att falla, trots att de redan ligger lägre än på fem år. En viss uppgång under sommaren är möjlig, “men jag är ännu oroad över den generella nedåttrenden”.

Samtidigt viker det generella förtroendet för ekonomin vilket enligt Robert Shiller skapar en likviditetsfälla, där centralbanken Federal Reserve har pumpat ekonomin full av stimulanser men utan att hushållen öppnar plånböckerna.

“När efterfrågan inte finns där kan du sänka räntan hela vägen till noll utan att folk vill spendera – det är där vi är just nu”, säger Robert Shiller till Wall Street Journal.

Samtidigt som Grekland står på gränsen till insolvens kan det fortsatta flödet av negativa rubriker ha en negativ effekt på det globala förtroendet. Farhågor om att Grekland kan hota att skada det globala finansiella systemet på ett liknande sätt som Lehman Brothers krasch är “inte överdrivna”, enligt Robert Shiller.

Källa: DI, 16 juni 2011

Arbetare fetare än tjänstemän?

Posted in Aktuellt, Allmänt on June 15th, 2011 by admin

Arbetarnas levnadsförhållanden skiljer sig från tjänstemännens. Var femte arbetare röker dagligen mot var tionde tjänsteman.

Övervikt och fetma är mer utbrett bland arbetare än bland tjänstemän, enligt en undersökning från Statistiska centralbyrån (SCB). Det finns också skillnader när det gäller motionsvanor.

Fler kvinnliga arbetare lider av ängslan, oro och ångest än kvinnliga tjänstemän, 29 procent mot 20 procent.

Källa: DI, 15 juni 2011