Bryt beroendet av mobiltelefonen!

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

Igår var jag på ett mycket spännande seminarium som jag verkligen kan rekommendera!
Det var Micke Darmells “Uppkopplad eller avkopplad”. Massor av lärorika tips och knep på hur Du kan förändrad din tillvara, både i jobbet och privat, genom att öka din egen medvetenhet om hur den nya tekniken påverkar dig och ditt sätt att leva. Massor av information, personliga reflektioner och humor.
Läs gärna mer här.

På samma tema kan du här läsa en mycket intressant rapport från BCG om vår användning av mobiltelefoner:

Breaking the Smartphone Addiction
Editor’s note: Check out the crowd at a concert, a movie, a school play, a beach—heck, even a funeral—and you’ll likely see several people sneaking prolonged peeks at their smartphones. They just can’t help themselves. Ringtones and message alerts are siren songs that lure them back to the world of work, no matter where they are.

“Let’s face it,” writes HBS Professor Leslie Perlow. “When that phone buzzes, few of us have the mental fortitude to ignore it.”

In her new book, Sleeping With Your Smartphone, Perlow explains how a small group of high-powered consultants made a concerted effort to disconnect from their devices for a few predetermined hours every week—and how they became more productive as a result. The following excerpt from the book describes how the scheduled disconnecting process, dubbed “predictable time off,” helped these phone-addled employees to take better control of both their workdays and their lives.

Excerpt from Sleeping With Your Smartphone
It all began with an experiment that my research associate and collaborator, Jessica Porter, and I initiated in order to explore whether one six-person “case team” at one of the world’s most elite and demanding professional service firms—The Boston Consulting Group (BCG)—could work together to ensure that they each could truly disconnect from work for a scheduled unit of time each week. This modest experiment generated such powerful results-not just for individuals’ work lives but for the team’s work process and ultimately the client—that the experiment was expanded to more and more of BCG’s teams. Four years later, over nine hundred BCG teams from thirty countries on five continents had participated.

Sleeping with Your Smartphone shares BCG’s story. It also serves as a guide for anyone who is on a team or leads a team—whether a junior or senior manager, from big organizations or small, in the United States or abroad—and wants to make the impossible possible: turning off more, while improving the work process itself. Sleeping with Your Smartphone proposes a way to make exactly that happen: a process tested successfully by BCG teams in North America, South America, Europe, Asia, and Australia. A process I have seen implemented with good and not-so-good managers; on big and small teams, with tight deadlines and less pressing deliverables. A process that I have come to call “PTO”—because at the core, when people work together to create “predictable time off,” people, teams, and ultimately the organization all stand to benefit.

To be clear, PTO won’t solve all your problems. Nor is it about being always off in a world that is always on. Rather, it is about incremental changes that promise to improve your work-life and your work in ways that make them notably better.

Creating Change Where No One Could Even Imagine It
I chose to conduct the original experiment at The Boston Consulting Group because there was widespread skepticism about the possibility of such hard-charging professionals turning off. “It has to be this way,” explained one consultant, echoing many of his colleagues. “It is the nature of the work. Clients pay huge sums of money and expect—and deserve—the highest-quality service.”

“When people work together to create ‘predictable time off,’ people, teams, and ultimately the organization all stand to benefit.”

Most consultants simply accepted the resulting demands on their time as the price they had to pay for annual salaries of well over $100,000 for recent business school graduates to millions of dollars for the most senior partners, as well as for unequaled exposure to colleagues and clients of the highest caliber working together to tackle pressing problems faced by the world’s leading organizations, not to mention résumé building work experience. Moreover, many actually thrived on the intensity of the work and did not want it to be different. Even those who wanted more time for their personal lives presumed they had no alternative but to leave the firm to achieve it, and many did, including some of BCG’s most talented consultants. I figured that if change could be fostered here, it could be made to happen most anywhere.

Imagine my delight then, when four years after we conducted our first experiment at BCG’s Boston office, 86 percent of the consulting staff in the firm’s Northeast offices—including Boston, New York, and Washington, DC—were on teams engaged in similar PTO experiments. These team members were much more likely than their colleagues on teams not participating in PTO to rate their overall satisfaction with work and work-life positively. For example:

51 percent (versus 27 percent) were excited to start work in the morning
72 percent (versus 49 percent) were satisfied with their job
54 percent (versus 38 percent) were satisfied with their work-life balance
We also discovered that significantly more of those on PTO teams found the work process to be collaborative, efficient, and effective.

91 percent (versus 76 percent) rated their team as collaborative
65 percent (versus 42 percent) rated their team as doing everything it could to be efficient
74 percent (versus 51 percent) rated their team as doing everything it could to be effective
The happy result for BCG was that individuals engaged in PTO experiments were more likely to see themselves at the firm for the long term (58 percent versus 40 percent) and were more likely to perceive that they were providing significant value to their clients (95 percent versus 84 percent). BCG clients reported a range of experiences with PTO teams from neutral (nothing dropped through the cracks) to extremely positive (they reaped significant benefits). According to BCG’s CEO, Hans-Paul Bürkner, the process unleashed by these experiments “has proven not only to enhance work-life balance, making careers much more sustainable, but also to improve client value delivery, consultant development, business services team effectiveness, and overall case experience. It is becoming part of the culture—the future of BCG.”

The Cycle of Responsiveness: The Root of the 24/7 Habit
The reason PTO can be so effective for both individuals’ work-lives and the work itself: busy managers and professionals tend to amplify—through their own actions and interactions—the inevitable pressures of their jobs, making their own and their colleagues’ lives more intense, more overwhelming, more demanding, and less fulfilling than they need to be. The result of this vicious cycle is that the work process ends up being less effective and efficient than it could be. The power of PTO is that it breaks this cycle, mitigating the pressure, freeing individuals to spend time in ways that are more desirable for themselves personally and for the work process.

The initial discovery that illuminated all of this emerged from one of the surveys we conducted of sixteen hundred managers and professionals.

Of this sample, 92 percent reported putting in fifty or more hours of work a week. A third of this group was working sixty-five or more hours a week. And that doesn’t include the twenty to twenty-five hours per week most of them reported monitoring their work while not actually working: 70 percent admitted to checking their smartphone each day within an hour after getting up, and 56 percent did so within an hour before going to bed. Weekends offered no let-up: 48 percent checked over the weekend, even on Friday and Saturday nights. Vacations were no better: 51 percent checked continuously when on vacation. If they lost their wireless device and couldn’t replace it for a week, 44 percent of those surveyed said they would experience “a great deal of anxiety.”

And 26 percent confessed to sleeping with their smartphones. Simply put, people were “on” a great deal.

We defined on as the time people spent working plus all the additional time they were available, monitoring their work in case something came up. And, we discovered that those whose workweek was more unpredictable tended to be on more. That was not surprising. What caught our attention was that the more people were on, the more unpredictable their work time seemed to become. By being constantly connected to work, they seemed to be reinforcing—and worse, amplifying—the very pressures that caused them to need to be available.

Our respondents were caught in what we have come to call the cycle of responsiveness. The pressure to be on usually stems from some seemingly legitimate reason, such as requests from clients or customers or teammates in different time zones. People begin adjusting to these demands—adapting the technology they use, altering their daily schedules, the way they work, even the way they live their lives and interact with their families and friends—to be better able to meet the increased demands on their time. Once colleagues experience this increased responsiveness, their own requests expand. Already working long hours, most just accept these additional demands—whether they are urgent or not—and those who don’t risk being branded as less committed to their work.

And thus the cycle spins: teammates, superiors and subordinates continue to make more requests, and conscientious employees accept these marginal increases in demands on their time, while their expectations of each other (and themselves) rise accordingly. Eventually, the cycle grows (unintentionally) vicious; most people don’t notice that they are spinning their way into a 24/7 workweek. And even if they begin resenting how much their work is spilling into their personal lives, they fail to recognize that they are their own worst enemy, the source of much of the pressure that they attribute to the nature of their business.

Imagine instead that people were not so accommodating and decided to find alternative ways to do the work. Imagine the upside of no longer having to accommodate to all the pressure to be on.

Imagine if in the process of making this possible, new ways of working were discovered that were more efficient and effective. Consider the win not just for individuals but also for the organization. The power of PTO is that it makes this all come true—by breaking the cycle of responsiveness.

Source: Harvard Business School, May 14, 2012
Author: Leslie A. Perlow

Microsoft försöker utmana Ipad

Posted in Aktuellt, Allmänt, Digitalisering / Internet on June 19th, 2012 by admin

Microsoft har tagit fram en surfplatta för att utmana Apples marknadsledande Ipad.

Plattan med namnet Surface är för både arbete och lek, sade Microsofts vd Steve Ballmer när han visade upp den i Los Angeles på måndagen.

Men då chefen för Microsoftägda Windows och Windows Live Division, Steven Sinofsky, skulle demonstrera apparaten vägrade dess pekskärmen först att fungera. Det blev ett nervöst ögonblick för honom innan Sinofsky fick ordning på kommandona.

Källa:, 19 juni 2012

Seven tips for management success

Posted in Aktuellt, Leadership / Ledarskap on June 17th, 2012 by admin

An effective manager pays attention to many facets of management, leadership and learning within organizations. So, it’s difficult to take the topic of “management success” and say that the following ten items are the most important for management success. I will, however, suggest seven management success skills without which I don’t believe you can be a successful manager.

The most important issue in management success is being a person that others want to follow. Every action you take during your career in an organization helps determine whether people will one day want to follow you.

A successful manager, one whom others want to follow:
•Builds effective and responsive interpersonal relationships. Reporting staff members, colleagues and executives respect his or her ability to demonstrate caring, collaboration, respect, trust and attentiveness.

•Communicates effectively in person, print and email. Listening and two-way feedback characterize his or her interaction with others.

•Builds the team and enables other staff to collaborate more effectively with each other. People feel they have become more – more effective, more creative, more productive – in the presence of a team builder.

•Understands the financial aspects of the business and sets goals and measures and documents staff progress and success.

•Knows how to create an environment in which people experience positive morale and recognition and employees are motivated to work hard for the success of the business.

•Leads by example and provides recognition when others do the same.

•Helps people grow and develop their skills and capabilities through education and on-the-job learning.

Source: By Susan M. Heathfield, Guide, June 2012

How does your organization evaluate talent?

Posted in Aktuellt, Leadership / Ledarskap on June 16th, 2012 by admin

Forty-five percent of human resources (HR) leaders don’t think annual performance reviews are an accurate appraisal for employees’ work. And 42 percent don’t think employees are rewarded fairly for their job performance.

These stats, from a recent survey by Globoforce and the Society for Human Resource Management (SHRM), show that HR has lost confidence in the traditional review process. Most people know that employees dread annual reviews, but when nearly half of HR professionals agree, it’s clear we need a new approach to how employee performance is measured and evaluated.

The debate around the effectiveness of annual performance reviews has surged in recent years, as managers criticize the inflexibility and infrequency of a formal, forced process. It’s an industry awakening to a system that is no longer effective on its own for the way companies and people are managed today. For example, managers are tasked with using only their own observations and analysis to appraise employees, yet many don’t have the tools to record pertinent events as they happen.

No matter the grievance, the effect is largely the same: managers lack the insight into employee performance to make traditional performance management processes work most effectively. But we’re on the cusp of a major change that uses the power of social to fundamentally shift from a traditional, top-down management hierarchy to a new bottom-up approach.

Enter the wisdom of crowds — or crowdsourcing. A group of independently deciding individuals is more likely to make better decisions and more accurate observations than those of an individual. Crowdsourcing, by leveraging social recognition data, is a better way for managers to collect, evaluate and share information on employee performance. In many leading organizations, it is already redefining performance management and transforming all of HR.

Many of us already use crowdsourcing for idea generation and problem solving, but consider the power it has to change the way we manage our employees and organizational culture. By capturing input from many, rather than a few or just one, we’re able to extend performance evaluations beyond a single point of failure to reveal how employees are truly performing and influencing others in the organization.

Why is it more effective? Because it’s organic and in real time. Recognition is something that comes naturally to employees — they want to recognize their peers for great work. When the crowdsourcing concept is applied this way, co-workers and peers can identify and reward desired behaviors and cultural attributes through unsolicited recognition, as they happen. And unlike 360 degree reviews, which require specific colleagues to provide a formal, forced review of an individual, crowdsourcing is inspired peer-to-peer performance feedback. This stream of recognition, which often appears in internal social newsfeeds, provides timely, measurable insights into your talent, top influencers and performers.

Here are five ways crowdsourced feedback and recognition can help business leaders and managers:
1.Capture achievements throughout the year
With social recognition, individual and team achievements and successes are captured at the moment they happen throughout the year. Employees better understand what performance is desired on an on-going basis while managers can see first-hand an employee’s true performance, behaviors and influence.

2.Widen the input circle beyond a single point of failure
By leveraging feedback from across the organization, managers can expand the singular viewpoint of traditional performance reviews to include positive feedback from co-workers and peers alike. These ongoing reviews provide a more accurate collection for how individuals are performing within teams and across departments.

3.Use inspiration, not obligation
Social recognition is the epitome of effective reviews: they’re truly inspired, not forced by antiquated performance review processes. When peers give reviews of each other via recognition, it’s due to the strong performance they witness. It’s a purer performance evaluation and not diluted by a check-box mindset.

4.Expand accountability for reputations and careers
By incorporating feedback from peers across the company, you lessen errors for how an employee’s performance and career is judged and nurtured. For most companies, the performance review is an anchor for documentation. By rounding it out with recognition, you are creating a more complete assessment around employees’ reputation and work performance.

5.Empower employees to create a performance mosaic
With relationships and workflows extending beyond immediate teams and divisions, management and HR can create a performance mosaic to appraise true company performance. This social graph of the true performance of individuals and teams develops as employees and peers recognize one another.

When looking for better performance management processes and outcomes, look to the collective intelligence of your enterprise. Armed with the wisdom of the crowds, managers can leverage crowdsourced recognition and feedback for more effective appraisals, talent development, succession planning and even flight risk assessment.

How does your organization evaluate talent? Do you think widening input would provide valuable insight?

Authour: Eric Mosley

Don´t ruin your career!

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

5 Toxic Beliefs That Ruin Careers

People who hold these beliefs tend lack the energy required to create their own success. Don’t be one of them.

The Book of Proverbs in the Old Testament is, in my opinion, one of the best business books ever published. One passage, in particular, contains a world of business wisdom: “As a man believes so is he.” (23:7)

In the past, I’ve written in this blog about the beliefs that make people more successful. However, I’ve observed that there are five other beliefs that consistently make people less successful. Make sure you don’t subscribe to any of these

1. My self-worth is based on what others think of me
Some people define themselves based upon how they guess their boss, co-workers, relatives and friends see them. When they are convinced that others think poorly of them, such people lack the self-confidence necessary to consistently take action.

2. My past equals my future
When some people experience a series of setbacks, they assume that their goals are not achievable. Over time, they become dispirited and discouraged, and avoid situations where failure is a risk. Because any significant effort entails risk, such people are then unable to make significant achievements.

3. My destiny is controlled by the supernatural
Some people believe that their status in life–or even their potential as a human being–is determined by luck, fate, or divine intervention. This all-too-common (and ultimately silly) belief robs such people of initiative, making them passive as they wait for their “luck” to change.

4. My emotions accurately reflect objective reality
Some people believe that their emotions are caused by external events. In truth, though emotions are determined by the perception of those events, combined with preconceptions about what those events mean. Such people find it difficult or impossible to “get out of their own heads” and see situations from another person’s viewpoint.

5. My goal is to be perfect or do something perfectly
Because perfection is unattainable, the people who seek it are simply setting themselves up for disappointment. Perfectionists blame the world (and everything in it) rather than doing what’s necessary to accomplish extraordinary results. That’s why “successful perfectionist” is an oxymoron.

If you’re suffering from any of these five beliefs, I strongly recommend expunging them in favor of better beliefs. I explain how to do this in this post “How to Be Happy at Work” (in the post, I call them “rules”, but that’s the same thing as “beliefs.”)

Source:, Geoffrey James, 14 June 2012

Promote Creative Thinking

Posted in Aktuellt, Allmänt on June 13th, 2012 by admin

When Bill Gates led Microsoft, he realized that he didn’t have to know everything. He recognized that he had employees who did. But, he appreciated the importance of taking the time to learn what they knew and absorb their creative thinking. He took time to listen to their ideas. He took time to think, to ponder the direction of Microsoft. The Wall Street Journal highlighted Gates’ bi-annual Think Weeks in an article a few years ago, In Secret Hideaway, Bill Gates Ponders Microsoft’s Future by Robert A. Guth. The concept took hold in my imagination.

Essentially, for many years, Gates went into seclusion for two, one-week “Think Weeks” a year. Family, friends and Microsoft employees were banned from his retreat.
Alone, he read manuscripts from Microsoft associates on topics that ranged from the future of technology to speculation about the next “hot” products. Some papers suggested new products or different versions of current products. Any employee could use their creative thinking to write up ideas and send them for Gates’ perusal. He has said that he may read 100 papers during a Think Week and his record is 112 papers.

Not just reading, Gates took the time to respond to employee suggestions. One paper might have resulted in an email sent to hundreds of Microsoft employees world-wide. Employees waited with baited breath to see if their paper or idea might receive the go ahead following one of these famous Think Weeks.

The process of reviewing employee ideas, and encouraging creative thinking from employees, has evolved over the years. An assistant later culled the submitted papers prior to Think Week and a computerized response system let Gates easily respond to papers. But the basic idea – to read and think during time alone – to review ideas from the creative thinking of employees – remained constant.

Think Week Implications for Creative Thinking
Bill Gates took the time, twice a year, to read and ponder the future of Microsoft and the creative thinking of his employees. How often do you take time to read about new ideas, revel in the creative thinking of your staff, consider creatively your current work and life, and make changes? Not often enough, I’ll bet.

But, if the founder and long term CEO of one of the most powerful corporations in the world set this example, I am willing to learn from his creative thinking. This article idea came to me during a one-hour think time. I jotted down four additional ideas – in just an hour of reading and creative thinking.

I know, take time to think; take time to read and learn may be simple messages. But do you do it? If not, take time for creative thinking; take time to read and learn. You can transform your world.

Ten Exercises to Promote Creative Thinking and Innovation
• Read with pen and notebook in hand; jot down any idea that comes into your consciousness.
• Keep a notebook in which you can keep track of ideas, by your bed and in your car.
• Write one idea down on a piece of paper and brainstorm any thought that comes from it: how to accomplish the idea, what to do about the idea, where to use the idea, who can help you implement the idea, and any other thought that enters your mind.
• Read a non-fiction book every week. Read magazines, journals, online articles, all-the-time.
• Clip articles and place them in a folder of related articles or ideas. Periodically, glance through the folder.
• Create “idea files” in most folders in your computer. Create an idea or to-do file in your email program. Add ideas as they come to you.
• Take time to stare out your window (if your setting deserves attention), play with a desk toy, take a quiet walk. Do any rote activity that allows thoughts to swirl through your mind.
• Encourage your staff and coworkers to do all of the above and share ideas with each other at “think” or brainstorm sessions. Schedule annual retreats or off-site meetings to plan and generate ideas.
• Develop an employee suggestion process.
• Schedule think weeks, think days, or think hours for yourself or your work group.

Thinking time and learning time are both critical to creativity and innovation. The old adage: “stop to smell the roses” is true for both your current work and your career. Take time to plant and harvest the ideas that fuel your progress and success. Creative thinking rules.

Source:, June 2012
Author: Susan M. Heatfield

Egen svit på flyget

Posted in Aktuellt, Allmänt on June 12th, 2012 by admin

Om du är trött på att samsas med kreti och pleti på flyget är räddningen nära. Snart finns det privata sviter ombord Airbus nya superflygplan A380.

Det är flygbolaget Singapore Airlines som planerar att introducera egna sviter för passagerare som föredrar avskildhet på sina långflygningar mellan kontinenterna.

Läs hela artikeln på här

Varför står bokstaven X för det okända i matematiken?

Posted in Aktuellt, Allmänt on June 12th, 2012 by admin

Det är inte bara i matematiken X-tecknet uttryck. I populärkultur förekommer bokstaven frekvent. Ett sådant exempel är tv-programmet X-factor.

Men varför är det just X som står för det okända?
Jo, för att det inte går att uttala ”sh” på spanska förklarar Terry Moore, under ett Ted-talk.
Mycket av den moderna matematiken har sitt ursprung i den forna arabiska vetenskapen. Under 1000- och 1100-talet kunde den arabiska matematiken nå Europa via Spanien.

Intresset för den nya matematiken var stor. Men vissa arabiska uttryck gick inte att uttala av de europeiska tungorna.
En av bokstäverna som användes i den arabiska matematiken kallas Sheen.

Det är också den första bokstaven i ordet shelan, som betyder någonting, något odefinierat eller ett okänt ting. Med prefixet al blir det Al Shelan som alltså betyder det odefinierade.
Frasen är vanligt förekommande i arabiska matematiska texter från 900-talet.

Spanjorerna som ville använda sig av den arabiska kunskapen bytte därför ut frasen för det okända till den grekiska bokstaven Kai. När matematiken översattes till latin blev den grekiska bokstaven kai det vi idag känner som bokstaven x. Översättningen blev så pass vedertagen att det blev standard i de latinska läroböckerna.

Så anledningen till att vi använder x i dag är därför spanjorerna inte kunde säga ”sh”.

Källa: Affärlsvärlden, Jonas melzer, 12 juni 2012

Three ways to effectively use an Executive coaching consultant

Posted in Aktuellt, Allmänt on June 12th, 2012 by admin

I experience a growing interest in the field of executive coaching. It is perhaps not surprising. Never before has the pressure on managers been as high as today. It is a result of, among other things, an increasing uncertainty in the market, combined with the need to accomplish changes more quickly.
Here is a short article that might help you on your way to your eventual decision to develop your leadership skills with the help of an executive coach.


Business coaches are called by many names. Executive Advisors. Leadership Coaches. Executive Coaching Consultants. It’s less important how you refer to these experts and more important to find the right person to work with you and your team; someone who is experienced with what you are trying to accomplish. So how do you work most effectively with these Executive Coaching Consultants, Advisors, and Coaches?

Here are the 3 Ways to Effectively Use an Executive Coaching Consultant

1. Know What Problem You Are Looking to Solve
I got a call from a client the other day who said they wanted to hire me to come in and work with one of their managers to help her develop stronger leadership skills. Pretty straight forward, right? Well, not really. I started the assignment by conducting stakeholder interviews and it turns out this manager’s interpersonal skills wer so aggressive people did not want to work with her. Yikes. This did not resemble developing leadership skills. Really what they needed was interpersonal communications coaching aka charm school to help her soften her communication and learn to play nice in the sand box not leadership development. Be clear about what you need what problem you are trying to solve.

2. Find a Good Match
Make sure before you select an Executive Coaching Consultant to work with that it is a good match. A good match consists of the Executive Coach having the right amount of prior experience working in your industry. A good match consists of a Coach who has right personality and style to work with those you want to develop. Find someone who is masterful at working with organizational change, managing high stakes conversations, developing strategy, executing with excellence, and knows how to grow and develop teams. The martial arts says that doing something 10,000 repetitions has one operating at the master level. Does this Coach have 10,000 hours behind them in the arenas in which you need the most help?

3. Incorporate Feedback Everywhere
As individuals advance to the executive level, feedback, especially development feedback, becomes increasingly important, and somehow even though it is more important it is often more infrequent, and more unreliable.

Thousands of companies have made coaching a core part of their executive development process. The reason for this is that, under the right circumstances, one-on-one objective feedback with an Executive Coaching Consultant who is an objective third party, can provide a focus that other forms of organizational support simply cannot. Although Executive Coaching Consulting was once viewed by many as a tool to help correct under or poor performers, today it has become more mainstream and widely used in supporting top producers. In fact, in a survey by Right Management Consultants, 86% of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders. Executive Coaching is a fabulous tool to develop leaders in the context of their current jobs, by providing them with real-time developmental feedback without removing them from their day-to-day environment, roles, or responsibilities.

Source:, June 2012

Fiasko för Facebook?

Posted in Aktuellt, Allmänt, Digitalisering / Internet on June 11th, 2012 by admin

Fiaskot för Facebook riskerar att slå undan benen också för de riskkapitalister som arbetar med företag i tidiga faser. Det säger den svenska riskkapitalisten Carl Stjernfeldt i Boston.

Carl Stjernfeldt på Castile Ventures i Waltham utanför amerikanska Boston har suttit på första parkett och sett Facebook-aktien rasa på börsen. Han berättar om ett möte med en av de mer kända riskkapitalisterna på den amerikanska östkusten som varit med sedan 80-talet. Mannen var inte glad.
”Det är ingen tvekan om att sociala medier har varit en bubbla. Men den här personen hade hoppats att Facebook skulle bli denna generations Netscape, inledningen på en ny utdragen fas i den bubblan, och att vi alla skulle kunna tjäna en massa pengar på den kommande uppgången. Nu verkar det i stället som om Facebook markerar början på slutet på bubblan.”

Castile Ventures investerar i första hand i tidiga faser, så kraschen borde inte påverka honom så mycket. När Castile säljer ett portföljbolag är det vanligen till en industriell köpare. Men enligt Carl Stjernfeldt har Facebook-fiaskot slagit mot hela riskkapitalbranschen.
”Vi klarar oss kanske lite bättre i och med att Castile investerar mer i teknik och infrastruktur än sociala media, men det här fenomenet är så stort att det slår mot riskkapital som bransch. Det blir svårare för alla att resa pengar efter det här.”

Enligt Carl Stjernfeldt har redan nu nedgången märkts tydligt både för fonder som försöker resa pengar och enskilda entreprenörer. Fonder är försiktigare att investera i nya projekt och köpare tänker sig för en extra gång innan de lägger ett bud på ett bolag.

Att Facebook blev ett fiasko kan till stor del skyllas på klantighet och girighet, om man ska tro Carl Stjernfeldt. Han tar som exempel att Morgan Stanley analytikern dagarna innan noteringen gick ut till några utvalda investerare med nyheten att han skulle sänka estimaten för 2012.
”Så gör man inte om man leder en börsintroduktion. Antingen talar du om det för alla eller inte för någon alls”, säger han.

Carl Stjernfeldt konstaterar att det är relativt när man kallar Facebook ett fiasko. Bolaget har tappat nästan 30 miljarder dollar i börsvärde men är fortfarande extremt högt värderat.
”Även dagens 56 miljarder är extremt mycket pengar”, säger han.

Men han ser fortfarande en risk att aktien fortsätter att rasa.
”Investerarna kommer snart att upptäcka att Mark Zuckenberg inte är en vanlig börs-vd. Det är en 28-årig kille som ett par veckor innan noteringen köpte ett bolag för en miljard dollar utan att rådgöra med styrelsen. Om han fortsätter att vara lika svår att kontrollera är risken stor att det kommer att sätta press på kursen under lång tid. Det är ett arbetssätt som funkar utmärkt när man är ett privat, snabbt växande bolag i Silicon Valley men inte lika bra i ett publikt med stora institutionella ägare.”

Källa:, 11 juni 2012