Ständigt förändrade marknadsförutsättningar!

Posted in Aktuellt, Strategy implementation / Strategiimplementering on April 19th, 2012 by admin

Inom ramen för mitt arbete med Executive Coaching och ledningsgruppsutveckling talar jag ofta om de allt större utmaningarna i att allt snabbare ställa om sin organisation (Change Management) och att implementera sina strategiska beslut allt mer tids- och kostnadseffektivt (Strategiimplementering). Ett par av de bidragen orsakerna till att detta blir allt viktigare är den allt snabbare teknikutvecklingen och de allt vanliga “branschgildningarna” (brancher som tidigare inte ens berörde varandra glider ihop och blir plötsliga konkurrenter). Vem på Nokia hade för fem år sedan trott att man skulle konkurrera med Google i försäljning av mobiltelefoner?

För att förankra rätt inställning i sin organisation (du vet väl om din organisation har rätt inställning? Annars, läs mer här) bör man hela tiden lyfta fram konkreta exempel på vad som händer i andra branscher.
Här följer ett riktigt bra exempel:

Möbeljättens nya TV-satsning utmanar de redan pressade elektronikkedjorna. “Ikea är en fantastisk säljmaskin, det ska man ha respekt för”, säger Anders Dahsltröm, vd på Audio Video-kedjan, till IT24.

Prylar Ikea står för veckans prylchock i och med lanseringen av nya hemmabioprodukten Uppleva. Den nya möbeln har inbyggd tv och hemmabiosystem och börjar säljas i juni 2012 av Ikea.
Långt in på onsdagen ekar smällen efter Ikeas prylbomb i hemelektronikbranschen.

Jessica Wallin, kommunikatinsansvarig på Elgiganten, säger till IT24 att det handlar om ett nytt koncept och att det därför är svårt att bedöma hur det påverkar hemelektronikmarknaden.
“De kanske tilltalar en kundgrupp som vi inte har träffat med vårt erbjudande”, säger hon.

Tolga Öncu, försäljningschef på Ikea Sverige, är märkbart stolt.
“Det känns fantastiskt att vi nu också kan har en helhetslösning för vardagsrummet. Med denna integrerade bild- och ljudmöbel kan vi erbjuda snygga, sladdfria och prisvärda lösningar till de många människorna. Uppleva är ett innovativt steg in på en ny marknad för Ikea”, sade han i ett pressmeddelande i går.

Anders Dahsltröm på Audio Video är något tveksam till produkten men säger samtidigt till IT24 att man ska akta sig att döma ut Ikea, som är kända för sitt grundlig förarbete. Han trodde inte att möbeljätten skulle lyckas med vitvaror heller – något han senare fått äta upp.

Det ryktas om att den Kinatillverkade tv:n kommer att kunna fås i storlekar från 20 tum och uppåt. Tv:n har enligt tidningen M3 full HD-upplösning, inbyggd internetuppkoppling och spelare för bluray, cd och dvd. I möbeln finns inbyggda högtalare.

Uppleva tv från Ikea kostar från ca 6.500 kronor.

Tidningen M3:s krönikör Andreas Ivarsson kallar Ikeas satsning “smart och modig”.
” Jag kommer också att tänka på ett annat företag som gjorde en modig satsning för några år sedan i en bransch man inte varit inne i tidigare. Jag tänker på Apple och Iphone. Många var skeptiska i början och den första versionen kunde inte ens skicka mms, resten är historia”, skriver han men passar dock på att lägga in en brasklapp:

“Ikea kommer knappast revolutionera på Applemanér, men företaget gör det man är bäst på: tillverka produkter som håller tillräcklig kvalitet för ett pris som gör att en stor massa köper det.”

Källa: Dagensps.se, 19 april 2012
Läs hela artikel här

Interview in Bangkok Post, April 2012

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on April 19th, 2012 by admin

Tung hedgefondchef tar position mot Europa

Posted in Aktuellt, Allmänt on April 19th, 2012 by admin

John Paulson, hedgefondchefen som lyckades tjäna pengar på subprime-krisen, tror att eurokrisen kommer att eskalera. Nu blankar han europeiska statspapper, rapporterar Bloomberg.

Den då relativt okände John Paulson höjdes till skyarna efter att han 2007 lyckats förutspå den amerikanska bolånekraschen, något som hans fonder enligt Wall Street Journal ska ha tjänat ungefär 100 miljarder kronor på.

Källa: DI.se, 19 april 2012
Läs hela artikeln på DI.se här

The astonishing array fake brands China

Posted in Aktuellt, Allmänt on April 19th, 2012 by admin

Would you go for a meal at King Burger or don a pair of Anmani shoes?

These laughable counterfeit goods made in China wouldn’t have anyone fooled.

The selection of ridiculous fake designer items shows a whole alternative universe of goods made in China, where plastic shoes are made by Corcs, time is kept by Owega and music played courtesy of headphones made by Sonia.

But would you really risk putting PenesamiG batteries in your prized camera, or a shot of Johns Daphne Tenderness whiskey in your coke?

Or would sports fans ever be tempted by a pair of dubious Odidoss shorts, topped off by a jacket by Nake?

Some fake label names are so far removed from the originals they are barely recognisable… anyone fancy washing their clothes with Tihz or writing emails with an Aeippie?

Perhaps the choice of name for fake Prada is most spot on – Paradi.

Source: mailonline.co.uk, April 2012
Read more and see photos here

Dramatisk ökning av övertid!

Posted in Aktuellt, Allmänt on April 19th, 2012 by admin

Förra årets övertid motsvarar 115.000 heltidsjobb. Läggs därtill obetald övertid tillkommer ytterligare 25.000 jobb, enligt en TCO-rapport.

Läs med på DI.se här

3 Tips to Perfecting Your Sales Pitch

Posted in Aktuellt, Försäljning / Sales on April 19th, 2012 by admin

Some consumers are only interested in the best price. Others, however, may be more concerned with ability. To increase sales you must learn to tailor your marketing efforts.

Several years ago when our fledgling company was just taking off I had a conversation with one of our friends who was a rising corporate star in a Fortune 100 company. Ever one to listen and pick up on new thoughts on every aspect of business I steered the conversation towards a hypothetical: what would it take for our company to handle all of your company’s trademark filings?

Over the next hour or so we went back-and-forth on what they looked for in outside help and how we could satisfy those needs. Of note, my consistent theme was how much money her company could save by using our services rather than their current service provider. We eventually shifted the subject and moved on, leaving me with a feeling that I really had not learned anything as to how to market to this entire new segment of potential customers for our services.

Fast forward to a few weeks ago. Several years have now passed since that conversation when another old friend called me, stated that he had taken a new job, and would like five minutes of my time to come and pitch me his company’s services for our business. Understand, in the few years that have passed since my conversation with friend at the Fortune 100 company our business has growth from being a scrappy upstart to one of the global leaders in our industry. So as a friend I agreed to hear his pitch and we set up a time for him to come in and chat.

He arrived at the appointed time and we sat down and began to speak. As he handed me his business card he explained that he is now working for a start-up internet service provider (ISP) and would like to take over all of our ISP and web hosting needs including, but not limited to, email and website hosting and related services.

Understand that ten years ago I knew nothing about technology, ISP, and hosting. Today, however, I am moderately well-versed in all of the terminology and technology required to maintain our business’s Internet footprint.

As such, during our conversation his pitch almost exclusively revolved around the cost savings we could have if we switched our business to his new employer. Of note, during the conversation I would occasionally ask what I now consider to be basic technical questions (e.g., Do you have redundant server farms). He had no idea. In short, he could only methodically focus on price and had little ability to discuss ability.

In a flash I was transported back to my conversation with my Fortune 100 company friend and suddenly realized the errors of my ways. Back then I too had focused so hard on one aspect of a pitch I had failed to recognize that ability, and not price, was the most important thing to that consumer. Price and cost savings may have helped to close the deal, but it was not then, nor now as my neighbor pitched me on his company’s services, the most important point of consideration that particular consumer.

So what can we learn from this experience? Know your market, know your consumer, and alter your marketing accordingly.

1. Research
You must know what your target consumer is seeking. Maybe it is the lowest cost provider. Maybe it is not. Perhaps they are most concerned with ability or some other assurance you can provide. When marketing your goods or services, however, you must first understand your target market and what they are looking for. Conduct research to identify why they are seeking your goods or services so that you can create a more targeted marketing campaign.

2. Define Segments
Perhaps you will only have one demographic. But if you are like most goods or services providers you will have multiple. Your multiple target demographics will, correspondingly, have diverse triggers they will seek when deciding upon a goods or services provider. As such, you must define your target segments and the key factors that influence their purchasing decision in advance of initiating your marketing campaign (e.g., price, ability, etc.).

3. Specific Messages for Specific Segments
Finally, once you have identified your target consumer groups and have defined those segments with the traits that will motivate them to purchase your goods or services create specific marketing messages for those specific consumer segments. For instance, for one group competing on price alone may be sufficient. However, for another, they may be more concerned about ability and price can only be used as a closer once they are convinced you can deliver on your goods or services promise.

So rather than repeatedly pitching the same benefit of your goods or services blindly to all consumers break down your target markets, identify the traits they retain and why they are seeking your goods or services, tailor your pitch to their specific needs, and watch your sales reach new levels.

Source: matthew Swyers, The Trademark Company, inc.com, 19 April 2012
More information about The Trademark Company here
Link and for more reading

The Challenge of Change

Posted in Aktuellt, Leadership / Ledarskap on April 19th, 2012 by admin

The history of Henry Ford and the Model T illustrates a fundamental truth about leadership: leaders never outgrow the need to change.

On his way to dominating the automotive market with the Model T, Henry Ford embodied innovation and progress. By pioneering the assembly line, Ford slashed the amount of time needed to manufacture an automobile.
He installed large conveyor belts in his factory, allowing workers to stay in one place rather than roaming around the factory floor. He also shortened the workday of his employees from nine hours to eight hours so that his factories could operate around the clock.

The efficiencies Ford introduced allowed cars to be manufactured at a fraction of their previous costs. In under a decade, automobiles went from being luxuries affordable only to the wealthiest Americans, to being standard possessions of the average American family. Ford profited handily from the popularity of the Model T, and Ford Motor Company grew into an empire.
However, the dominance of Ford Motor Company was short-lived. As competitors changed their operations to copy Ford’s concepts mass production, Henry Ford made a tremendous leadership blunder. With cars rolling off assembly lines like never before, consumers began to demand a variety of colors. However, Ford stubbornly refused, uttering the famous line, “The customer can have any color he wants so long as it’s black.”

In Ford’s mind, producing multiple colors was foolhardy since black paint dried the fastest and could be used most efficiently. Amazingly, Ford did not comprehend the human preference for variety. Customers flocked en masse to other producers who catered to their color preferences, and Ford Motor Company never regained its grip on the market.

For so long, Henry Ford had focused on moving from inefficiency to efficiency that he refused to move in the opposite direction – from efficiency to inefficiency – even when doing so would have been wise and profitable. Ford’s genius in sparking change had catapulted him to the pinnacle of American commerce, but later, his inability to change cost him dearly.

In this article, I’d like to overview the central challenges faced by leaders when they try to make changes in their lives. In doing so, I have drawn upon the wisdom of my friend, Sam Chand, author of the book LADDERShifts, and a prominent thinker in the field of leadership and change.

Issues That Make Change A Challenge

Critics
Along the journey of leadership, you’ll meet all sorts of people, and I guarantee you’ll bump into a few critics. Early in my career, I didn’t know how to handle disapproval, and I bent over backward to keep everyone happy. In spite of my best efforts, I failed. Some of my people still didn’t like me.

Trying to appease everybody invites trouble. Appeasers end up being average because they always gravitate to the middle of the road. They’re afraid to make waves, and therefore, they avoid changes. My leadership began to take flight when I allowed myself to press people to change – whether they thanked me or cursed me.

People You Have Outgrown
As we climb the levels of leadership, we come to the sad realization that most people aren’t committed to personal growth. Friends who once shared our dreams begin to settle for second best. Members of our inner circle quit when the journey gets hard. If we are to change ourselves for the better, then we need to change the company we keep.

Eventually, we must change our relationships by disengaging from the people we’ve outgrown. Disassociating from colleagues can be especially painful given your history together, the contributions they have made in your life, and your personal feelings toward them. Disengaging is painful because you care about them. It’s painful because they may not understand why you’ve drifted away from them. It’s painful all the way around, but remember, unless you are willing to endure these pains, your own growth as a leader will be limited. Leaders only grow to the threshold of their pain.

The Weight of Responsibility
When we’re young, leadership has an idealistic appeal. We yearn to be in charge and out front, making the decisions. However, the reality of leadership involves the heavy burden of responsibility. Missteps by a leader can affect people’s livelihoods or an organization’s sustainability. The fear of getting it wrong can paralyze a leader.

If we, as leaders, want to make significant changes to increase our impact, then we must be willing to shoulder progressively greater loads. Although added responsibility gives us a greater opportunity to exercise leadership, it also magnifies the consequences of our mistakes. To be a change agent, a leader must be willing to take ownership of key projects and pivotal decisions.

Personal Inadequacies
As we grow in our leadership, we advance into uncharted territory – areas beyond our comfort zones. Such occasions give us growing pains by confronting us with our inadequacies. Our wisdom fails to solve a problem, or we stumble into a situation requiring more wisdom than we possess.

Facing our limitations can be daunting. At times, we’d rather stick to familiar roads than blaze a new trail and risk failure. Ultimately, pushing our personal boundaries is the surest way to grow, improve, and expand the scope of our influence.

Source: Dr. Johan C. Maxwell, businessleadershipadvice.com, April 2012
Link

Jim Rohn: How to Avoid Being Broke and Stupid

Posted in Aktuellt, Nonsens, sport, skämt m.m. on April 18th, 2012 by admin

True!

Please enjoy!

Samarbeta mer och bli smartare

Posted in Aktuellt, Allmänt on April 17th, 2012 by admin

Enkla “hjärnor” som tillverkas med hjälp av en dator växer kraftigt i storlek — men först efter det att de lärt sig att samarbeta med varandra. Nu tror forskare att människans förmåga att samarbeta är en mycket viktigare förklaring till våra stora hjärnor, än vår fallenhet för att lösa kniviga problem.

Vår egen hjärna har alltid fascinerat människan. Inte minst storleken har stötts och blötts genom årtiondena. Den är för stor, nämligen. Betydligt större än vad den borde vara hos ett djur av vår storlek, vilket gör att den slukar oerhörda mängder energi och syre.
Forskarna har alltid förklarat detta med vår intelligens. Människan är så smart, därav storleken. Men står förklaringen att finna i vår förmåga att lösa problem eller i vår sociala natur? På senare år har forskarna lutat mer åt det senare, att det är vår förmåga att samarbeta, snarare än förmågan att använda verktyg och göra upp eld, som har gjort vår hjärna så stor. Konkreta bevis har dock saknats.

Ett aber i sammanhanget när livets utveckling ska studeras är att den går så in i vassen långsamt. Inte sällan handlar det om processer som tar tiotusentals eller hundratusentals år.

För att komma runt problemet konstruerade forskare vid Trinity College i Dublin på Irland 50 mycket enkla “hjärnor” med hjälp av datorer. De hade endast tre till sex motsvarigheter till nervceller vardera. Sedan lät de “hjärnorna” utmana varandra på två klassiska spel: fångens dilemma och snödrivan.

Fångens dilemma handlar om två personer som båda riskerar fängelse och som förhörs var för sig. Om båda håller tyst slipper de fängelse. Om en tjallar slipper han fängelse, medan kumpanen får ett längre straff. Om båda tjallar på varandra får båda ett kortare straff.

Om spelet bara består av en omgång anger de flesta sin medbrottsling i hopp om att klara sig själv. Men om spelet upprepas, börjar deltagarna snart lära sig att samarbeta. De kommer ihåg vem som gjort dem en tjänst och återgäldar den, vilket båda tjänar på. Snödrivan är ett liknande spel, men där handlar det om två personer som ska gräva sig ur en snödriva. Det bästa för varje enskild spelare är att låta den andre gräva men samarbete lönar sig i längden.

Gemensamt för de båda spelen är att deltagarna tvingas ta ställning till om de vill samarbeta eller inte.
Luke McNally och hans kollegor programmerade “hjärnorna” så att de som vann fick fler avkommor, det vill säga fler kopior av sig själva, än de andra. För varje ny generation hade de dessutom chans till en slumpvis mutation, en förändring som kunde innebära att de fick fler eller bättre “nervceller” alternativt ändrad form. Forskarna lät dem sedan spela de olika spelen tio gånger var i 50 000 generationer.

Under hela försöket mätte de hur de olika “hjärnorna” samarbetade och hur antalet “nervceller” förändrades med tiden — ju fler, desto högre intelligens.

Det visade sig att deras storlek ökade dramatiskt i takt med att samarbetet ökade. Och ju större de blev, desto fler “avkommor” fick de som också hade kapacitet att samarbeta.
“Det var en samtidig process. Ju mer samarbetet ökade, desto intelligentare blev de”, säger Luke McNally.

Forskarna, som publicerar sin studie i Proceedings of the Royal Society B, poängterar att deras “hjärnor” var mycket enkla i förhållande till hur de är i verkliga livet, men de konstaterar samtidigt att blotta närvaron av samarbete fick dem att växa och bli alltmer komplexa.

Källa: DI.se, 16 april 2012
Länk till hela artikeln på DI.se

Avoid the Top 10 mistakes managers make

Posted in Aktuellt, Leadership / Ledarskap on April 14th, 2012 by admin

With all of this in mind about managers, preventing management mistakes and dumb decisions is paramount for a successful organization. Do you want to become a better manager? Here are the managing mistakes you most want to notice, prevent, and avoid.

Fail to get to know employees as people.
Developing a relationship with reporting employees is a key factor in managing. You don’t want to be your employees’ divorce counselor or therapist, but you do want to know what’s happening in their lives. When you know where the employee is going on vacation or that his kids play soccer, you are taking a healthy interest in your employees’ lives. Knowing that the dog died, expressing sympathy, or that her daughter won a coveted award at school make you an interested, involved boss. Knowing employees will make you a better manager, a manager who is more responsive to employee needs, moods, and life cycle events.

Fail to provide clear direction.
Managers fail to create standards and give people clear expectations so they know what they are supposed to do, and wonder why they fail. If you make every task a priority, people will soon believe that there are no priorities. More importantly, they will never feel as if they have accomplished a complete task or goal.

Within your clear expectations, if you are either too rigid or too flexible, your reporting employees will feel rudderless. You need to achieve an appropriate balance that allows you to lead employees and provide direction without dictating and destroying employee empowerment and employee engagement.

Fail to trust.
When managers don’t trust people to do their jobs, this lack of trust plays out in a number of injurious ways. Micromanaging is one example. Constant checking up is another. Treat people as if they are untrustworthy – watch them, track them, admonish them for every slight failing – because a few people are untrustworthy. Are you familiar with the old tenet that people live up to your expectations?

Fail to listen to and help employees feel that their opinions are valued.
Active listening is a critical management skill. You can train managers in listening skills but if the manager believes that listening is a way to demonstrate that he or she values people, training is usually unnecessary. Listening is providing recognition and demonstrating your values in action. When employees feel heard out and listened to, they feel important and respected. You will have much more information when you daily open the flood gates.

Make decisions and then ask people for their input as if their feedback mattered.
You can fool some of the people. but your best employees soon get the nature of your game and drop out. Along the same lines, create hierarchical permission steps and other roadblocks that teach people quickly that their ideas are subject to veto and wonder why no one has any suggestions for improvement. Enabling people to make decisions about their work is the heart of employee empowerment and the soul of employee engagement. Don’t throttle them.

Fail to react to problems and issues that will soon fester if ignored.
Managers have a habit of hoping that an uncomfortable issue, employee conflict or disagreement will just go away on its own if they don’t provoke it or try to resolve it. Trust me. It won’t. Issues, especially among people, just get worse unless something in the mix changes. Proactive intervention from the manager to coach and mentor, or to make sure employees have the skills necessary to resolve the issue, is imperative. Drama and hysteria do interrupt productivity, motivation, and employee engagement.

Trying to be friends with employees who report to you.
You can develop warm and supportive relationships with employees who report to you. But, you will have difficulty separating the reporting relationship in a friendship. Friends gossip, go out together, and complain about work and the boss. There is no room for their manager in these kinds of relationships.

Fail to communicate effectively and withhold important information.
The best communication is transparent communication. Sure, some information is company confidential. You may have been asked to keep certain information under wraps for awhile, but aside from these rare occasions, share what you know.

Being a member of the in-crowd is a goal for most employees and the in-crowd has information – all of the information needed to make good decisions. Ask for feedback, too. Ask people for their opinions, ideas, and continuous improvement suggestions, and if you fail to implement their suggestions, let them know why, or empower them to implement their ideas themselves.

Not treating all employees equally.
You don’t necessarily have to treat every employee the same, but they must feel as if they receive equal treatment. The perception that you have pet employees or that you play favorites will undermine your efforts to manage people. This goes hand-in-hand with why befriending reporting employees is a bad idea. Employees who are not in your inner circle will always believe that you favor the employees who are – whether you do or not. This perception destroys teamwork and undermines productivity and success.

Throw employees under the bus.
Rather than taking responsibility for what goes wrong in the areas that you manage, blame particular employees when asked or confronted by executive leadership. When you know the responsibility is ultimately yours if you are the boss, why not act with dignity and protect your employees? When you blame employees, you look like an idiot and your employees will disrespect and hate you.

Source: Susan M. Heathfield, About.com Guide, April 2012
Link

Trust me. They will find out and they will never trust you again. They’ll always be waiting for the other shoe to fall. Worst? They’ll tell all of their employee friends about what you did. Your other staff members will then distrust you, too. Your senior managers will not respect you either. They will question whether you are capable of doing the job and leading the team. When you throw your employees under the bus, you jeopardize your career – not theirs. And, it won’t remove one iota of the blame from your shoulders.