Årets 100 bästa sportcitat!

Posted in Aktuellt, Allmänt, Nonsens, sport, skämt m.m. on December 31st, 2011 by admin

– Jag är bäst. Jag behöver inte guldbollen för att bevisa att jag är nummer ett.
Zlatan Ibrahimovic om Fifas utmärkelse till världens bäste spelare.

Jag önskar er alla ett riktigt GOTT NYTT ÅR!

Läs de 99 andra citaten på Aftonbladet.se här

10 of the most-read corporate news stories on WSJ.com in 2011 were about Steve Jobs or Apple

Posted in Aktuellt, Allmänt on December 30th, 2011 by admin

If you ever wondered why there are so many reporters — like this one — covering Apple (AAPL), here’s a clue:

According to Thursday’s Wall Street Journal, eight out of 10 of the most-read corporate news stories on WSJ.com in 2011 were about Steve Jobs or the company he brought back from the brink of bankruptcy.
Only the nasty things Microsoft (MSFT) co-founder Paul Allen had to say about Bill Gates and the liquidation of the second-largest bookstore chain in the U.S. prevented a clean sweep.

Here, in order, is WSJ.com’s top 10 list:
1. Steve Jobs’ obituary
2. Verizon lands the iPhone
3. Jobs quits as Apple’s CEO
4. Apple’s new iPad in production
5. Sprint to get the iPhone
6. The iPhone 4S “fails to wow”
7. Jobs introduces the iPad 2
8. Apple and Google’s “locationgate”
9. Borders forced to liquidate
10. Microsoft co-founder lashes out

You can page through the Journal’s list and find links to their stories here.

Source: WSJ, 30 December 2011
Link

Granskning av Facebook

Posted in Aktuellt, Digitalisering / Internet on December 29th, 2011 by admin

Facebook har vuxit explosionsartat sedan Mark Zuckerberg startade sajten i ett studentrum 2004. Det digitala nätverket sprids nu snabbt över jorden. Men det finns vita fläckar på Facebooks världskarta.

Det framgår tydligt att grundaren Zuckerbergs hemland USA fortfarande dominerar sett till vilket land som har flest användare (cirka 156 miljoner). Men det är också uppenbart att nätverket är på väg att erövra världen. I dag finns tre av fyra Facebookanvändare utanför USA.

Till exempel har länderna i Latinamerika tillsammans nästan lika många användare som USA: 42 miljoner i Mellanamerika och 97 miljoner i Sydamerika – totalt 139 miljoner. Och ännu större är Asien med totalt 192 miljoner människor på sajten. Där är Indonesien störst med drygt 41 miljoner.
Dock blir Asien litet på kartan, eftersom dessa 192 miljoner bara är en bråkdel av kontinentens totala folkmängd. Här finns alltså en stor tillväxtpotential för Facebook.

Numera är det också många länder som har en högre andel av befolkningen på Facebook än USA. Listan toppas av Island med cirka 68 procent (då är några mikrostater där felmarginalen är stor undantagna). Norge och Chile är andra länder som ligger högre an USA. Sverige ligger med 49,8 procent strax efter USA.

Det är utanför USA som Facebook nu växer mest. Både Brasilien och Indien hade ungefär dubbelt så stor tillströmning av nya användare (15 respektive 13 miljoner) som USA (7 miljoner) det senaste halvåret.

Andra länder utmärker sig när det gäller tillväxttakten mätt i procent. Högst ligger några länder där tillväxten sker från väldigt låga nivåer, till exempel Vietnam och Somalia. De utan jämförelse mest spektakulära siffrona visar Libyen upp: en tillväxt på nästan 644 procent de senaste sex månaderna. Här finns troligen ett samband med regimskiftet som skett där.

Men Facebook växer snabbt också i stora länder som redan har många användare. I Brasilien med 35 miljoner användare är tillväxten 71 procent på sex månader. I Indien med 41 miljoner användare är den 46 procent.

De stora vita fläckarna på Facebooks världskarta är Kina och Ryssland. I Kina är Facebook blockerat av den statliga internetcensuren men Facebooks ledning har uttryckt tydligt att på sikt vill man finnas också där. I Ryssland har Facebook inte lyckats rå på populära inhemska nätverkssajter som Vkontakte och Odnoklassniki.

Det har talats mycket om Facebooks betydelse under den arabiska våren, som ett sätt för demokratiaktivisterna att sprida sitt budskap och organisera sig. Men som framgår av kartan ovan är Facebook inte särskilt spritt i de Nordafrikanska länderna (eller i Afrika överhuvudtaget, Sydafrika undantaget).

Som DN.se tidigare skrivit är det överdrivet att tala om den arabiska våren som en “Facebookrevolutionen” såsom gjorts inte minst från amerikanskt håll. Sociala medier var bara en av många faktorer bakom revolterna. Här och här kan du läsa om hur egyptiska aktivister ser på saken.

Tillväxten i antal användare går hand i hand med hur Facebook har värderats av investerare. 2007 värderades bolaget till 15 miljarder dollar (cirka 100 miljarder kronor) när Microsoft gick in som delägare. Fyra år senare hade värderingen stigit till 50 miljarder dollar och väntas bli 100 miljarder när Facebook (troligen) börsintroduceras nästa år.

Fler användare i fler länder betyder ökade möjligheter för Facebook att utnyttja sin databas till att sälja annonser på fler marknader.

Källor: Socialbakers och Facebook.

Källa: DN.se, hans.rosen@dn.se, december 2011
Läs hela artikeln på DN.se här

Headhunting på toppnivå

Posted in Aktuellt, Leadership / Ledarskap on December 27th, 2011 by admin

Headhuntern Anna Mann berättar hur det går till när tunga toppchefer väljs ut. Hon dödar en myt och ger samtidigt ett hett tips på metoden som fungerar om du vill hamna under chefsrekryterarens radar.

Hennes nuvarande bolag stod bakom mer än en tredjedel av de 50 senaste vd- och ordföranderekryteringarna bland Londonbörsens 50 största bolag.
”Vi rekryterade nyligen Vodafones ordförande Gerard Kleisterlee, som tidigare var vd i Philips. Vi hade aldrig träffats förut och vi har aldrig arbetat för Philips. Så föreställningen att det är ett nätverk stämmer inte. Han hade särskilda egenskaper och kunskaper som gjorde att vi kontaktade honom”, säger Anna Mann.
“Det är inte baserat på vem du känner och vilket nätverk du har. Det är helt enkelt baserat på research och på att identifiera vilka kundernas behov är, och sedan leta globalt för att tillfredställa de kraven.”

Och den som letar efter information får svar: rankingar och prestationer finns där för den som vet hur man ska söka.
”Människor på den nivån är synliga.”

Men hårda fakta räcker inte hela vägen för att hitta rätt kandidat till jobbet, som rekryterare måste man också lägga örat mot marken.
”Vi har varit i branschen ett tag”, säger hon och pekar på att det också handlar om en förmåga att hitta insikter om en person som inte står i något CV.

För den som inte redan idag sitter på toppjobbet finns det ett knep som kan hjälpa en mer långsökt kandidat.
”Hur hamnar man på vår radar? Ofta frågar folk någon annan om de kan rekommendera dem. Jag mötte en ordförande för ett stort global företag som sa att han hade ätit middag med någon som frågande om jag kunde ge hans namn till MWM, då han var angelägen om att komma tillbaka på banan.”

Fungerar det?
“Det fungerar absolut.”

Källa: DI.se, 26 december 2011, Linda Öhrn
Läs hela artikeln på DI.se här

God Jul!

Posted in Aktuellt on December 25th, 2011 by admin

Jag önskar er alla en riktigt god jul från ett varmt och härligt Thailand!

Unbundling the corporation

Posted in Aktuellt, Allmänt on December 22nd, 2011 by admin

Please find this very interesting article from excellent McKinsey Quarterly (to sign up for their quarterly newsletter, please enter here).

In the late 1970s the computer industry was dominated by huge, vertically integrated companies such as IBM, Burroughs, and Digital Equipment. With their vast advantages of scale and huge installed base of users, these companies seemed to be unassailable. Yet just ten years later, power in the industry had shifted: the behemoths were struggling to survive while an army of smaller, highly specialized companies was thriving. What happened?

The industry’s transformation can be traced back to 1978, when a then-tiny company, Apple Computer, launched the Apple II personal computer. The Apple II’s open architecture unlocked the computer business, creating opportunities for many new companies that specialized in producing specific hardware and software components. Immediately, the advantages of the generalist—size, reputation, integration—began to wither. The new advantages—creativity, speed, flexibility—belonged to the specialist.

The story of the computer industry illustrates the crucial role that interaction costs play in shaping industries and companies. These costs represent the money and time expended whenever people and companies exchange goods, services, or ideas.1 The exchanges can occur within a company, among companies, or between a company and a customer, and they can take many everyday forms, including management meetings, conferences, phone conversations, sales calls, reports, and memos. In a real sense, interaction costs are the friction in the economy. Taken together, they determine the way companies organize themselves and form relationships with other parties. All else being equal, a company will organize in whatever way minimizes overall interaction costs.

Apple’s open architecture sharply reduced interaction costs in the computer industry. By conforming to a set of well-documented standards, specialized companies could, for the first time, work together easily to produce complementary products and services. As a result, tightly coordinated webs of companies—such as Adobe Systems, Apple, Intel, Microsoft, Novell, and Sun Microsystems—could form and ultimately compete effectively against the entrenched, vertically integrated giants. Many of the new companies grew very large very quickly, but they never lost their focus on specialized activities.

The moral of the story is that changes in interaction costs can cause entire industries to reorganize rapidly and dramatically. Today, that fact should give all managers pause, for the world economy is on the verge of a broad, systemic reduction in interaction costs. Electronic networks, combined with powerful PCs, are permitting companies to communicate and exchange data far more quickly and cheaply than ever before. As business interactions move on to electronic networks such as the Internet, basic assumptions about corporate organization will be overturned. Activities that companies have always believed to be central to their businesses will suddenly be offered by new, specialized competitors that can do those activities better, faster, and more efficiently. Executives will be forced to ask the most basic and discomfiting question about their companies: what business are we really in? The answers will determine their fate in an increasingly frictionless economy.

One company, three businesses
Beneath the surface of most companies are three kinds of businesses—a customer relationship business, a product innovation business, and an infrastructure business. Although organizationally intertwined, these businesses differ a great deal (exhibit).

The role of a customer relationship business is, obviously, to find customers and build relationships with them—for example, the marketing function of a bank or a retailer’s focus on drawing people into its branches or stores. Another set of employees—loan officers or store clerks, perhaps—assists customers and tries to build personal relationships with them. Still other employees may be responsible for questions and complaints, processing returns, or collecting customer information. Although these employees may belong to different organizational units, they have a common goal: to attract and hold on to customers.

The role of a product innovation business is to conceive of attractive new products and services and figure out how best to bring them to market. In a bank, employees in various product units or in a centralized business development function are responsible for researching new products (such as reverse mortgages) and ensuring that the bank can bring them to market successfully. In a retail business, buyers and merchandisers perform the product innovation role, constantly searching for interesting new products and effective ways of presenting them to shoppers.

The role of an infrastructure business is different again: to build and manage facilities for high-volume, repetitive operational tasks such as logistics and storage, manufacturing, and communications. In a bank, the infrastructure business builds new branches, maintains data networks, and provides the back-office transactional services needed to process deposits and withdrawals and present statements to customers. For retailers, the infrastructure business constructs new outlets, maintains existing outlets, and manages complex logistical networks to ensure that each store receives the right products at the lowest possible cost.

These three businesses rarely map neatly to a corporation’s organizational structure. Rather, they correspond to what are popularly called “core processes”—the cross-functional work flows that stretch from suppliers to customers and, in combination, define a company’s identity.

Managers talk about their key activities as “processes” rather than as “businesses” because, with rare exceptions, they assume that the activities ought to coexist. Almost a century of economic theory underpins the conventional wisdom that the management of customers, innovation, and infrastructure must be combined within a single company. If those activities were dispersed to separate companies, the thinking goes, the interaction costs required to coordinate them would be too great.

Working from that assumption, large companies have in recent years spent a lot of energy and resources reengineering and redesigning their core processes. They have used the latest information technology to eliminate handoffs, cut waiting time, and reduce errors. For many companies, streamlining core processes has yielded impressive gains, saving money and time and giving customers more valuable products and services.

But managers have found that there are limits to such gains. Sooner or later, companies come up against a cold fact: the economics governing the three core processes conflict. Bundling them into a single corporation inevitably forces management to compromise the performance of each process in ways that no amount of reengineering can overcome.

Take customer relationship management. Finding and developing a relationship with a customer usually requires a big investment. Profitability hinges on achieving economies of scope—extending the relationship for as long as possible and generating as much revenue as possible from it. Only by gaining and retaining a large share of a customer’s spending can a company earn enough to offset the up-front investment. Thus, customer relationship businesses naturally offer customers as many products and services as possible, which requires an intensely service-oriented culture.

Contrast that kind of business with a product innovation business, in which speed, not scope, drives the economics. The faster an innovation business moves a product or service from the development shop to the market, the more money the business makes. Culturally, product innovation businesses concentrate on serving employees, not customers. They do whatever they can to attract and retain the talent needed to come up with the latest and best product or service. They reward innovation, and they try to minimize administration.

If scope drives customer relationship businesses and speed drives innovation businesses, scale is what drives infrastructure businesses. Such businesses generally require capital-intensive facilities, which entail high fixed costs. Since unit costs fall as scale increases, pumping large amounts of product or work through the facilities is essential for profitability. As a result, the culture of infrastructure businesses reflects a one-size-fits-all mentality that abhors all customization and special treatment.

The regional Bell operating companies (RBOCs)—local telephone carriers in the United States—provide a good example of how these tensions can play out. An RBOC’s retail telephone operation is a customer relationship business; it focuses on acquiring customers and keeping them happy. By contrast, the wholesale telephone operation is an infrastructure management business; it maintains the RBOC’s physical communications facilities and furnishes specialized support services such as network management. To maximize economies of scale, the RBOCs could lease their wholesale facilities to telephone service resellers, which focus on the customer relationship business. But the telephone companies are wary of entering into such alliances because they fear that resellers will drain customers away from their own retail telephone businesses.

RBOCs have, in other words, deliberately limited the growth and profitability of their infrastructure businesses to protect their customer relationship businesses. That decision has encouraged specialized infrastructure businesses, which operate their own fiber-optic networks, to enter the competitive fray in metropolitan areas, creating a further threat to the RBOCs.

Most senior managers make such compromises because they believe, or assume, that they have no option. How, after all, can a core process be removed from a company without somehow undermining its identity or destroying its essence? Such a mind-set, though historically justified, is now becoming increasingly dangerous.

Organizational fault lines

Under the pressures of deregulation, global competition, and advancing technology, a number of industries are already fracturing along the fault lines of customer relationship management, product innovation, and infrastructure management. The newspaper industry is one. Not so long ago, all three core processes were tightly integrated within most newspapers. A paper took on full responsibility for attracting its customers (both readers and advertisers) and for developing most of its product (that is, the news stories presented in its pages). A paper also managed an extensive infrastructure, printing its editions on its own presses and distributing them with a fleet of its own trucks.

Today the industry is beginning to look very different. Much of the typical newspaper’s product is outsourced to specialized news services; an average newspaper depends heavily on wire services, syndicated columnists, and publishers of specialty magazine inserts for the words and images filling its pages. In addition, many newspapers aspire to shed their scale-intensive printing facilities and to rely instead on specialized printers to produce the paper each day. As newspapers move away from product innovation and infrastructure management, they can concentrate on the customer relationship portion of the business, helping to connect readers and advertisers. The Los Angeles Times, among other papers, is creating special sections, geared to particular regions or interests, that help advertisers target specific sets of readers more accurately. Such unbundling is making the newspaper business less capital-intensive, a development that permits more resources to be devoted to building customer relationships.

An influx of specialized companies has also begun to reshape the pharmaceutical industry. Some product innovators in biotechnology, notably Amgen, Genentech, and Myriad Genetics, are focusing on specific techniques such as gene mapping. Others, including Medicis Pharmaceutical and Bausch & Lomb, are concentrating on specific disciplines—dermatology, for instance. Larger drug companies, rather than financing product development efforts in all these areas, are taking equity stakes in or allying with such niche players. Roche Holding, for example, has purchased over two-thirds of Genentech, and Merck has entered into a collaborative research and licensing agreement with Aurora Biosciences. On the infrastructure side of the business, big drug companies have begun to outsource the planning and execution of large-scale pharmaceutical trials to contract research organizations such as Quantum. And big distribution specialists, including McKesson and Cardinal, now warehouse and deliver most drugs.

As these and other industries have yielded to the pressures of unbundling, established companies have faced a series of hard choices. They have had to rethink their traditional roles and identities, to challenge their organizational assumptions, and, in many cases, to make fundamental changes in the way they operate. Now, as electronic commerce reduces interaction costs throughout the economy, more and more companies will face equally tough, if not tougher, decisions.

Organization and the Internet
To see into the future of business organizations, you need only look at how Internet companies are organizing today. Portal businesses such as Yahoo! increasingly focus on managing customer relationships, relying on other companies to provide innovative products and services based on the World Wide Web, on the one hand, and infrastructure management, on the other. Many people still think of Yahoo! as a search engine, but in fact its searching product is provided by another company, Inktomi, an innovator whose expertise in parallel computing enables its engine to search millions of Web pages almost instantly. Yahoo!, meanwhile, has forged relations with big Internet-access providers, such as AT&T, that manage a large portion of the Internet’s infrastructure. Yahoo! can thus concentrate on attracting customers, gathering data on them, and connecting them with both advertisers and merchants. It is positioned to become what we call an “infomediary”—a company whose rich store of customer information permits it to control the flow of commerce on the Web.2

Because electronic commerce has such low interaction costs, it is natural for Web-based businesses to concentrate on a single core activity—managing customer relations, product innovation, or infrastructure management. Not that all current Internet companies are pure players. We would argue, though, that hybrid models are transitional, required by the infancy of electronic commerce. As the Internet industry matures, mixed models will become less attractive and less sustainable.

As electronic commerce spreads out into other, more traditional industries, they too will begin to fracture. Take the automotive business. Small, entrepreneurial companies, such as Autobytel.com and Autoweb.com, have recently emerged on the Web and are already gaining control over customer relationships. These companies’ sites provide car buyers with a broad range of information about current models and pricing. The sites then collect detailed data about the customers and their preferences and use that information to refer customers to appropriate automobile dealers. In 1997 Web site referrals accounted for about 2 percent of all nonfleet new-car sales—a small percentage but one representing 300,000 cars, or $6 billion in revenue. And J. D. Power & Associates predicts that one-third of all new-car buyers will purchase cars using the Web by the year 2000.

As infomediaries gain further control over customer purchases and, more important, over customer information, car companies will have to rethink the role of the traditional automobile dealer. Dealers could give up their customer relationship business entirely and focus narrowly on the infrastructure business (managing showrooms, for example), while independent, on-line infomediaries take over the role of acquiring and managing customer relationships. Car manufacturers, meanwhile, may decide—or be forced—to unbundle their businesses, outsourcing the role of customer relationship management to an infomediary, increasing the proportion of manufacturing they outsource to subcontractors, and focusing on product innovation. As infomediaries develop a deeper understanding of each customer, they could play an ever more central role in determining which make and model a customer buys, eventually coming to fulfill virtually all of a customer’s car-related needs.

A road map for unbundling
Although industries will fracture, they won’t necessarily break into many small pieces. In fact, the structure of only one of the three businesses—product innovation—is likely to be characterized by large numbers of small businesses competing on a level playing field with low barriers to entry. The product innovator’s need to provide a fertile environment for creativity tends to favor smaller organizations, as does its need for speed and agility in bringing products to market.
The other two businesses will probably consolidate quickly as a small number of large companies assume dominance. Since economies of scope are necessary in the customer relationship business, it is likely that only a few big infomediaries will survive. America Online’s decision to acquire Netscape, with its popular Netcenter Web portal, provides strong evidence that the consolidation of this business is well under way. Similarly, in the infrastructure business, economies of scale create irresistible pressures to form large, focused enterprises.

Once a company decides where it wants to direct its energies, it will probably need to divest other businesses. That will be a big challenge. Few senior managers of large companies have ever attempted a systematic divestiture program; such divestitures as have occurred have usually been spin-offs of recent acquisitions whose expected synergies never materialized. Even AT&T’s highly publicized divestiture of its computer and telecommunications equipment businesses, NCR and Lucent, respectively, falls largely into this category. The closest most companies have come to the kind of divestiture we are talking about is the establishment of outsourcing relationships in which infrastructure management activities such as logistics, manufacturing, or data processing are contracted to outside providers.

Divestiture is, of course, a radical step. In most cases, executives would need to perceive a significant and immediate threat before considering such aggressive surgery. For that reason, the first divestiture programs will probably be launched by computing, telecommunications, media, and banking companies whose markets are undergoing major technological or regulatory change. Companies in other industries will be able to learn from the successes—and mistakes—of these pioneers.

If a company has chosen to compete in customer relationship or infrastructure management, where size matters, divestiture won’t be enough; such a company will also need to build scope or scale through mergers and acquisitions. Each acquired company will probably have to go through a similar process of unbundling—shedding unneeded businesses to help finance the next wave of acquisitions and integrating the remaining businesses into the existing operation. The secret of success in fractured industries is not just to unbundle but to unbundle and then rebundle, creating a new organization with the capabilities and size required to win.

Rebundling will be a very different process from the vertical integration that has often characterized traditional acquisition programs. Because companies will be focusing on a single activity—relationship management or infrastructure management—their acquisitions will be aimed at achieving horizontal integration. They will seek to build scope or scale within their own industry and then to leverage their capabilities across related ones.

Senior managers will face many painful decisions as they make the wrenching changes needed to realign their businesses. Although the choices may be difficult, time will probably be short. Once interaction costs begin to fall, an industry can reorganize remarkably quickly—as did the computer industry. Sources of strength can turn into sources of weakness almost overnight, and even the most successful company can swiftly find itself in an untenable position.

Source: McKinsey Quaterly, Deember 2011
Authors: John Hagel and Marc Singer
Read the article on Internet here

To pick a Christmas gift for someone who already got everything?

Posted in Aktuellt, Allmänt, Nonsens, sport, skämt m.m., Technology on December 20th, 2011 by admin

Do you face the problem with finding a suitable Christmas gift for friend who already got everything? Well, this could be of help ….

Read more here

Arbetar du vid rätt tidpunkt?

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

Allt fler svenskar jobbar skift, och sömnläkaren Lena Leissner anser att det kan vara bra att kunna anpassa sina arbetstider till sin dygnsrytm.

För morgonpigga är nattpass extra jobbiga, medan kvällsmänniskor kan vara mindre effektiva på tidiga morgonpass.
– Det är ett bekymmer med alla dessa människor som tvingas arbeta vid fel tid på dygnet. Vi har allt fler skiftarbetare och vi är inte gjorda för att jobba skift, säger Leissner, överläkare vid Sömnenheten på Örebro universitetssjukhus.

Är du kvällsmänniska, morgonmänniska eller mitt emellan? Kvällsmänniskor utgör ungefär en femtedel av befolkningen, och morgonmänniskorna en lika stor andel eller något färre, enligt Torbjörn Åkerstedt, professor vid Stressforskningsinstitutet.

Lena Leissner tycker att samhället borde utnyttja att vissa är mer lämpade att arbeta under första delen på dygnet, medan andra fungerar bäst lite senare på kvällen.
– Om det nu är så att vi har bestämt oss för att vi ska ha hjulen snurrande 24 timmar per dygn så borde vi göra det bästa möjliga av det, säger Leissner.

Källa: DN, 19 december 2011, Amanda Billner / TT
Läs hela artikeln på DN.se här

Karriärlyft med botox?

Posted in Aktuellt, Allmänt on December 19th, 2011 by admin

Skönhetsbehandlingar med botox och så kallade fillers ökar explosionsartat. Och nu växer trenden bland näringslivets kvinnor och män. Är injektioner bara ett sätt bland andra att skaffa karriärfördelar – eller är det ett nödvändigt ont i en åldersfixerad tid?

Injektionsbehandlingar med botulinumtoxin eller botox och fillers ökar explosionsartat.
“Om plastikkirurgi har ökat med 150 procent under de senaste åren så har injektionsbehandlingar ökat med tusentals procent”, säger neurologen Håkan Löfving, som är klinikchef på Löfvingkliniken i Göteborg och har patienter från hela Sverige.

Han tror att förklaringarna till ökningen är flera, dels att injektionsbehandlingar inte kostar lika mycket som plastikkirurgi, att de inte ger en permanent förändring och att de kan återskapa den ungdomliga fylligheten i ansiktet medan plastikkirurgi i stället också stramar åt huden.

Håkan Löfving började behandla patienter med botulinumtoxin för 22 år sedan, men då handlade det enbart om att behandla olika neurologiska sjukdomstillstånd.
Med tiden visade det sig emellertid att botulinumtoxin också kunde användas för att påverka utseendet. Och i dag ägnar han 75 procent av sin tid åt estetisk medicin och 25 procent åt medicinska problem.

Till en början gjordes injektionsbehandlingar ofta för att ta bort rynkor, men det har kompletterats med många andra önskemål, enligt Håkan Löfving.
“I dag handlar det mer om att skulptera fram ansikten, forma ögon, ögonbryn, näsor, käke och ansiktsuttryck genom olika kombinationsbehandlingar med botulinumtoxin och fillers.”

Under de senaste tre åren har han märkt ett allt större intresse för injektionsbehandlingar från näringslivspersoner, som i dag utgör cirka 10 procent av patienterna.
“Jag tror att det har att göra med den allmänna spridningen av att möjligheten finns”, säger Håkan Löfving.
“Acceptansen för injektionsbehandlingar ökar också, även om vi inte har kommit så långt som med tandblekning, som har blivit allt mer accepterat under de senaste åren. Men vi går åt det hållet.”

De flesta av hans patienter är kvinnor mellan 30 och 50 år. Och de flesta av näringslivspersonerna som kommer till Löfvingkliniken vill ändra sitt utseende för att göra ett mer positivt intryck.
“För personer som arbetar internationellt är det viktigt, särskilt om man jobbar i Asien. Man vill ändra ett nordiskt, bistert ansiktsuttryck till att se mer positiv ut.”

Carina Agdelius, som är sjuksköterska och ger injektionsbehandlingar på Agdelius Hudvårdsklinik i närheten av Stureplan i Stockholm, bekräftar bilden.
“Det är ett stort intresse från näringslivet. Det är fortfarande mest kvinnor, men männen kommer med stormsteg”, säger hon.

Det vanligaste önskemålet är att få bort det trötta, slitna och sura uttrycket i ansiktet.
“Det ställs höga krav i dag. Man ska vara erfaren, kompetent, snabb och stresstålig och dessutom se ut som 20. En del har stora framträdanden inför folk och tänker därför på hur de ser ut i ansiktet.”
“Men näringslivets kvinnor vill inte skylta med den här typen av behandlingar och en del kommer hit i hemlighet, ibland i hemlighet till och med för sin partner när partnern är bortrest.”

Carina Agdelius var ursprungligen sjuksköterska inom cancervård men sadlade om till estetisk medicin och för tre år sedan började hon med injektionsbehandlingar.

“Injektioner är ett sätt att försiktigt fördröja åldrandet för personer som inte vill göra en ansiktslyftning”, säger hon.
“Jag gör inga behandlingar som tar bort basala funktioner eller som till exempel förstorar läppar som redan har fina proportioner. Jag behandlar inte heller personer som verkar må dåligt. Jag kan inte göra någon lycklig med injektionsbehandlingar.”

Håkan Löfving berättar att det finns en oro för botulinumtoxin eftersom det är ett giftigt ämne.
“Men den medicinska säkerheten är mycket hög. Och det har inte varit några medicinska bekymmer med botulinumtoxin. I stället är det fillers som ställer till problem som förhårdnader, infektioner, pigmentförändringar och blodproppar.”
“Tyvärr är det så i Sverige i dag att vem som helst får injicera fillers. Det betyder också att ingen kan ställas till ansvar om det uppstår skador eller komplikationer.”

Socialstyrelsen håller för närvarande på att arbeta fram ett regelverk för vem som får ge injektionsbehandlingar.
“När Danmark införde regler om att bara läkare och sjuksköterskor på individuell läkarordination får ge behandlingar försvann 90 procent av injektionsverksamheten i landet”, berättar Håkan Löfving.

Källa: DI, 19 december 2011
Artikelförfattare: Katarina Butovitsch
Länk till hela artikeln här

Mer än 50% …

Posted in Aktuellt, Allmänt, Digitalisering / Internet on December 18th, 2011 by admin

…av alla unga säger “att man inte kan leva utan nätet”! Den nya generationen yrkesarbetande anser att nätet är en mycket väsentlig del av deras liv.
Det hävdar i alla fall Cisco som baserar detta på sin undersökning där 2.800 studenter tillfrågats om sina Internetvanor.

Inom ramen för mina uppdrag inom området affärs- och ledningsgruppsutveckling diskuteras det ofta om hur man ska skapa arbetsmiljöer som både lockar och behåller framtidens talanger, och uppenbart är att just området ovan är av största betydelse när framtida “employee branding” strategier utformas. Återigen ett exempel på betydelsen av Faktabaserat Ledarskap (Fact Based Management).