400 000 kronor – kostnaden för en utbränd medarbetare

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on augusti 28th, 2014 by admin

Småföretag i kommunikationsbranschen är sämst av alla ­företag på arbetsmiljöarbete. Det visar en ny undersökning från Arbetsmiljöverket. Det ger stora kostnader i form av sjukskrivningar.

Småföretag i kommunikationsbranschen är sämst av alla ­företag på arbetsmiljöarbete. Det visar en ny undersökning från Arbetsmiljöverket. Det ger stora kostnader i form av sjukskrivningar.

BO 1Vart tredje företag inom kommunikations- och informationsbranschen bedriver inget systematiskt arbetsmiljöarbete och vet inte så mycket om det, enligt deras egna bedömningar. Det handlar bland annat om webbyråer, datakonsulter och nyhetstjänster.
– I den här branschen saknas det både kunskaper om regelverket på arbetsmiljöområdet och verktyg för att jobba förebyggande. Problemen är inte heller lika uppenbara som inom industrin, där människor skadas plötsligt, säger Ulf Strandberg, ansvarig för handlingsprogrammet SAM på Arbetsmiljöverket.

Stressrelaterade sjukdomar är ett växande arbetsskadeproblem. Samtidigt är de ofta både långvariga och kostsamma för arbetsgivarna. En utbränd medarbetare kostar i genomsnitt arbetsgivaren cirka 400 000 kronor i produktionsbortfall, enligt Arbetsmiljöverket. Det är ett av skälen till att Arbetsmiljöverket nu drar i gång en kampanj för att öka kunskapen om vad myndigheten kallar för ”dolda faror” på jobbet och hur man jobbar förebyggande med dem.

Ulf Strandberg konstaterar att stressrelaterade problem bland medarbetarna inte alltid är lätta att se.
– Det krävs kunskap om hur de här sjukdomarna uppstår. Konflikter på jobbet kan till exempel bero på problem i organiseringen av arbetet. Om man tittar regelbundet på risker i arbetsmiljön och till ­exempel har med den som en punkt på personalmöten är det ­lättare att jobba förebyggande.

För att underlätta för företagen att ta sig an problemet har Arbetsmiljöverket lagt upp en kampanjsida på sin webb och tagit fram ett startpaket med checklistor och ­exempel på hur man kan lägga upp sitt arbetsmiljöarbete.

Källa: DN.se, 28 augusti 2014
Av: Monica Hedlund (monica.hedlund@dn.se)

Five ways the workforce will change in five years

Posted in Aktuellt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on augusti 25th, 2014 by admin

Five years isn’t a long way away, but human-resources experts predict significant changes within the workforce over the next half-decade.

A sizable shift is coming as millennials take their seats at businesses large and small, and Baby Boomers simultaneously either retire or modify their work styles to reflect increasingly flexible and mobile opportunities.

Given what’s in play, what will the workforce look like in 2019?

To get some answers, we spoke to analysts from different business and staffing sectors. With their expertise, a picture of what business leaders — and employees — can expect from their professional landscape emerged. Here are five key points from that conversation.

1. Freelance employees will approach the 50% mark
The freelancer is on the rise, and if you ask proponents of the “contingent” (freelance) economy, they expect that by 2020 some 40% of the workforce will soon be made up of contract-only employees. “This is in part because millennials don’t want to stay in one job forever, but also in part because companies prefer to try out employees before committing to them,” says Stephen Robert Morse, co-founder of SkillBridge, via email. “These changes will affect the white-collar economy, just as they have already disrupted the blue-collar economy (e.g. Uber).”
young A
2. Flex-work becomes a new normal
We already live in a largely work-anywhere world, thanks to the cloud and mobile tech, but shifting employee demographics will drive further alterations to the way we think about clocking in. “By 2016, 63 million Americans will be working in a virtual or flexible role, up sharply from 2010’s 34 million,” says Ellen Grealish, co-founder of FlexProfessionals. Business leaders can expect millennials to account for some 50% of that workforce by 2020, but she also sees a growing incidence of Boomers who are close to retirement but who keep on working to some extent — often from offsite. “The demand and creation of flexible-work options will continue to rise over the next five years,” Grealish says.

3. Career ‘impatience’ a driving factor
A recent Georgetown University study showed that millennials already switch jobs some 6.3 times between ages 18 and 25. Only 1 in 10, according to the report, considers their current job to be part of their career. “In other words, companies are not prepared for the millennial generation’s impatience companies are not prepared for the millennial generation’s impatience,” says Pamela Stambaugh, founder and president of Accountability Pays. Throughout the next five years, employers can expect to see talent land, learn, lift off, and then move on with greater frequency than that of their Generation X and Baby Boomer predecessors.

4. The new workforce works small

Recent monthly employment numbers from ADP show that approximately 65% of all new non-farm jobs created are coming from small and medium-sized businesses. Especially hungry for new talent: High-growth small shops within the technology, health care and social-media marketing sectors, says Robert J. LaBombard, CEO of GradStaff. However, some of this SMB job creation is due to Baby Boomers who are retiring from their posts at older companies — a phenomenon expected to continue for up to 15 years.

5. Gen X may have its day
As Boomers step aside, or decrease their engagement with the companies at which they remain in a part-time or flexible capacity, the 34- to 49-year-old set stands to reap new opportunities. Their experience relative to millennials should prove an advantage. “However, as a smaller demographic group, there will be a shortage of qualified workers in this age bracket, so companies hiring will have to hire more at the entry-level to compensate for the loss of Baby Boomers to retirement,” says LaBombard.

These five factors that employers and employees need to heed in the coming 60 months each deeply relate to one generation aging out of career-building efforts and another phasing into their own. But what can companies do to prepare for these changes? Strategies lie in responding to the cultural and technological elements of the predicted shifts.

Take these strategies with you to your next long-term planning meeting.

•Change workplace culture to retain talent longer.
“Companies should be motivated to enable millennials to take over their own career paths within their employer’s system since voluntary turnover is very expensive,” says Stambaugh. That means, in part, engaging millennials early on and influencing their decisions to stay on with the organization via job-growth incentives and personal-development opportunities. Allow your employees to become experts. Encourage them to ask for new roles and rotate them into freshly challenging new titles. Of course, it also means succession planning that absorbs some of the impact, if (and when) they do move along.

•Further arm your workforce with technology.
Mobility trends will not be exclusive to staff who are able to do their work offsite. Onsite staff also expect their mobile devices, tablets, laptops and other technology to synch with work-related tasks, wherever and whenever they need them. From the living room to the conference room, the workforce expectation is about connecting, collaborating and adapting to the multiple workspaces to which tomorrow’s employees are accustomed.

•Cultivate new leaders to forestall a leadership gap.
As Boomers leave, or change roles, and Gen Xers fill what gaps their numbers allow, organizations must identify and grow leaders from the ranks they already enjoy. Furthermore, employees should ask after mentorship. Mentees learn more quickly than by experience alone, and mentors within a company become experts regarding where knowledge and leadership gaps exist, and how quickly they’re likely to be filled. It’s a win-win scenario.

There’s a sea change, then, happening in the workforce. As the next five years unfold, the way that change reshapes the contours of business will become more and more pronounced.

But the good news is that most of the transformations predicted lead to fresh opportunity and positive adaptation. With a little foresight and a healthy dose of faith in the talent with whom we work, 2019 should shape up to be a time of empowerment for employers and employees alike. 2019 should shape up to be a time of empowerment for employers and employees alike.

Source: Mashable.com, 25 August 2014
By: James O`Brien

The dullest, most vital skill you need to become a successful manager

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on augusti 24th, 2014 by admin

The exemplary manager is often shown delivering a rousing speech that inspires her troops to achieve ever greater heights. But the truth is a lot less exciting than that.

To three highly effective and successful executives, a boring, often-overlooked ability is one of the most vital skills you can have as a manager — the ability to write.

Typwriter 2“Written communication to engineering is superior [to verbal communication] because it is more consistent across an entire product team, it is more lasting, it raises accountability.”
— Ben Horowitz, Andreessen Horowitz

Written communication creates lasting consistency across an entire team because a piece of writing is leveragable collateral from which everyone, from marketing to sales to QA to engineering, can work and consult.

Accountability spreads as a manager’s written work product — product requirement documents, FAQs, presentations, white papers — holds the manager responsible for what happens when the rest of the team executes on the clearly articulated, unambiguous vision described by the documents.

To Horowitz, the distinction between written and verbal communication is stark and in fact is what separates the wheat from the chaff. Good managers want to be held accountable and aren’t looking for ways to weasel out of responsibility. And so, good managers write, while “[b]ad product managers voice their opinion verbally and lament … the ‘powers that be’.”

“There is no way to write a six-page, narratively structured memo and not have clear thinking.”
—Jeff Bezos, Amazon

Jeff Bezos values writing over talking to such an extreme that in Amazon senior executive meetings, “before any conversation or discussion begins, everyone sits for 30 minutes in total silence, carefully reading six-page printed memos.”

Writing out full sentences enforces clear thinking, but more than that, it’s a compelling method to drive memo authors to write in a narrative structure that reinforces a distinctly Amazon way of thinking—its obsession with the customer. In every memo that could potentially address any issue in the company, the memo author must answer the question: “What’s in it for the customer, the company, and how does the answer to the question enable innovation on behalf of the customer?”

“Reports are more a medium of self-discipline than a way to communicate information.”
— Andy Grove, Intel

Like Bezos, Grove finds value in the process of writing. The surprising thing, then, is that reading what’s written isn’t important to Grove. The main point of this self-disciplinary process is to force yourself “to be more precise than [you] might be verbally”, creating “an archive of data” that can “help to validate ad hoc inputs” and to reflect with precision on your thought and approach.

Writing, according to Grove, is a “safety-net” for your thought process that you should always be doing to “catch … anything you may have missed.”

Accountability, coherence of thought and planning, and commitment to vision and mission are amazing benefits of what too many consider a ho-hum, even old-fashioned, tool.

Source: Linkedin.com, 20 August 2014
By: Walter C.

The habits of the most successful employees

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on augusti 20th, 2014 by admin

Remarkable employees (here’s how to tell if you are remarkable) spend significant time helping other people succeed: their company, their employees, their customers and vendors and suppliers…

But remarkable employees also spend a little time helping themselves succeed, both for “selfish” reasons and because their success creates success for others.

Want to stand out from the crowd? Want to stand out based on go, not show? Here are some great ways:

1. Be first, but with a purpose.
Many people try to be the first to arrive each day. That’s great, but what do you actually do with that time? Organize your thoughts? Get a jump on your email?
Instead of taking care of your stuff, do something visibly worthwhile for the company. Take care of unresolved problems from the day before. Set things up so it’s easier for other employees to hit the ground running when they come in. Chip away at an ongoing project others ignore.
Don’t just be the one who turns on or off the lights – be the one who gets in early or stays late in order to get things done. Not only will your performance stand out, you’ll also start to…

2. Master a specific — and valuable — skill.
Meeting standards, however lofty those standards may be, won’t help you stand out.sucessful b
So go above the norm. Be the leader known for turning around struggling employees. Be the shipping manager who makes a few deliveries a week to personally check in with customers. Be the VP who promotes from within. Be known as the employee who responds quicker, acts faster, or always follows up.
Pick a worthwhile mission and then excel at that mission. I promise people will notice.

3. Create your own side projects.
Excelling at an assigned project is expected. Excelling at a side project — especially one you created — helps you stand out.
For example, years ago I decided to create a Web-based employee handbook my then-employer could put on the company Intranet. I worked on it at home on my own time. Some managers liked it but the HR manager didn’t, so it died an inglorious death.
I was disappointed but the company wasn’t “out” anything, and soon after I was selected for a high visibility company-wide process improvement team because my little project had made me “that guy.”
Try it. For example, experiment on a new process or service with a particular customer in mind. The customer will appreciate how you tried, without being asked, to better meet their needs… and you’ll never be forgotten.

4. Put your effort where your mouth is.
Lots of people take verbal stands. Few take a stand and put actual effort behind their opinions.
Say you think a project has gone off the rails; instead of just pointing out its flaws so you can show everyone how smart you are, jump in and help fix it.
Everyone talks about problems. The people who help fix problems are the few who stand out.

5. Show a little of your personal side.
Personal interests help other people know and remember you. That’s a huge advantage for a new employee or a company competing in a crowded market.
Just make sure your personal interests don’t overshadow professional accomplishments. Being “the guy who does triathlons” is fine, but being “the guy who is always training and traveling to triathlons so we can never reach him when we need him” is not.
Let people know a little about you; a few personal details add color and depth to your professional image. (Plus it makes you a lot more likeable.)

6. Work harder than everyone else.
Nothing – nothing – is a substitute for hard work. (Sure, you can also work smarter — but why not do both?)
Look around: How many people are working as hard as they can? Very few.
One way you can always stand out — regardless of talent, experience, or skill — is by outworking everyone else.

It’s also the easiest way to stand out, because I guarantee you’ll be the only one trying that hard.

Source: Linkedin.com, August 2014
By: Jeff H.

Why companies should care about e-care

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet on augusti 19th, 2014 by admin

Digital customer service is now a strategic imperative, but its adoption is hampered by weaknesses in delivery strategies and incomplete measurement of its effectiveness.

A European telecommunications company wanted to lower the cost of its customer service operations but worried about the potential loss of revenue from the cross-selling that its traditional call centers did so well. In investigating its options, the company learned that 70 percent of existing customer-service contacts could be delivered through digital solutions that had proved effective in other industries. By migrating part of its customer-service operations to similar digital-care programs with a smart strategic approach, the company lowered the unit’s costs by as much as 30 percent, with no loss of revenue.

ecareAlready well established in banking and financial services, digital customer care—so-called e-care—is now making inroads in other industries. E-care involves the delivery of customer service via web-based user accounts, social networks, mobile phone, and the Internet rather than call centers or facilities open to the public such as retail stores or service counters. Such digital services are increasingly demanded by customers, who are already using digital platforms to research and review products, as well as broadcast their service frustrations. And it makes sense from a financial perspective, too: e-care has the potential to significantly lower the cost of customer service operations while increasing customer satisfaction.

Of course, it’s not simply a matter of adding digital options to traditional customer-service channels. In our experience, e-care must be approached as a one- to two-year multistage transformation, undertaken with the same degree of planning and rigor as a major product launch or other strategic initiative and backed by heavy initial C-suite support. In addition, careful thought must be given to the degree of digitization desired: digital care can be fully self-serve or involve a mix of live customer-service agents; not all options need to be available on every digital platform, and e-care should not be implemented as aggressively where there is significant potential for upselling. Yet we believe that the rewards of adopting e-care are worth the effort, and virtually every consumer-facing industry requiring extensive customer-relationship management—from cable operators and consumer electronics to healthcare and utilities—can benefit.

Getting from here to e-care
Digital customer service has become a significant factor in both purchase and service transactions: roughly 70 percent of telecommunications purchase journeys occur in part or in whole online, as do 90 percent of service journeys.1

Digital customer service also provides superior customer satisfaction: our research shows that 76 percent of telecommunications customers are satisfied with a customer service journey that is fully digital, compared with 57 percent satisfaction for interactions through traditional channels (exhibit). When you consider that migration to e-care can, in our experience, reduce call volumes and operating expenses by 25 to 30 percent, its benefits seem obvious.

Yet these statistics mask the fact that few purchase journeys or service interactions are handled entirely digitally: according to our survey, while 41 percent of service interactions with telecommunications companies begin on an e-care platform, just 15 percent are digital from start to finish. Additionally, the rigorous fact-based management that accompanies traditional customer-service delivery is often absent from e-care. In our survey, we found that less than 40 percent of companies track key performance indicators related to customer experience for mobile channels and only 50 to 60 percent do for online interactions. In contrast, a typical call center tracks more than five metrics to manage customer experience.

The problem is that companies from customer-facing industries that deploy multiple customer service channels too often assess the effectiveness of e-care by measuring individual channels, when customers today often move from one channel to another as they try to resolve service issues. They may start looking for an answer on the company’s website before switching to its mobile app, posting a comment or question via social media, and then finally turning to the call center if they have been unable to find an answer elsewhere. That’s why it’s critical to measure the multichannel effectiveness of e-care—something many companies still are not capable of doing. For instance, how many customer-service calls no longer need to go to a call center because the customer’s problems have been resolved through digital options? How many customers are seeking service through digital channels only, instead of using a mix of call centers and digital channels? How many service requests are initiated in one channel and completed in another, thus effectively increasing cost per request? Customer-service managers should be asking for this kind of data and examining it monthly, if not more often, as they judge the effectiveness of e-care efforts. The paradox is that while 70 percent of customer-care contacts at telecommunications companies are digital, they have produced only a small share of cost savings.

We find that most successful e-care rollouts have a single, cross-functional team responsible for the effort, and that team reports directly to the C-suite. In one telecommunications company, the team reported directly to the CEO. Proximity to the top of the organization allows digital-care team to cooperate more smoothly with the rest of the company and, just as important, makes it clear to the rest of the company that digital care matters. First-rate e-care companies treat digital customer service as a long-term, strategic transformation, not a bolted-on capability. They maintain momentum and focus throughout the process, vigilantly keeping an eye on the customer experience and potential business risks such as customer churn. Based on our research and work in e-care transformation, we have identified six stages of a successful digital-care strategy:
1. Figure out what’s broken.
Take a complete inventory of your current e-care program, developing a fact base from the perspective of your consumers—what digital-service touchpoints and functionalities you offer and how you offer them. Often, you’ll find that problems are straightforward. For example, one Western European telecommunications company realized not only that it had failed to build some touchpoints and functionalities important for customers but also that the customer experience on its web channel was so poor it was actually driving traffic to the call center rather than alleviating it. An audit of customer-service requests also can clarify priorities. One company found while there were some 2,000 different reasons for customers to contact a call center, only 60 problems—just 3 percent of the total—accounted for 65 percent of call volume and 55 percent of costs. In addition, just 15 of these 60 problems had a direct online solution. This meant that, all things being equal, designing online solutions for the remaining 45 priority issues had the potential to cut the company’s call-center volume and costs by as much as half.
2.Build out an e-care contact strategy map.
It’s easier to plan a journey when you know where you want to go. By developing a granular map that shows which customer requests can be addressed at which touchpoints, a company can see where digital functionality should be developed. In this step, it is also crucial to identify which types of service requests should not be pushed to digital too aggressively, or at all, to avoid jeopardizing cross-selling opportunities. To prevent revenue losses, some digital touchpoints should also enable service-to-sales functionality. For example, one European telecommunications operator successfully implemented video chat to cross-sell service to customers using digital service.
3. Build a dashboard.
Being able to measure customers’ experience by channel and their migration between channels is the only way to ensure control and continuous improvement. For one player, tracking cross-channel activity helped management understand the nature of customer-service requests and how well or poorly the company resolved them. For instance, it learned that 37 percent of customers who initiated a fault ticket online subsequently contacted the call center within a day, thus leaving a lot of savings potential on the table and making service resolution more complicated for the customer.
4. Set goals.
The first target numbers that should be set are the level of self-service use and call center operational savings. Here, too, targets should be granular, defined at the level of individual reasons for contact. For example, a telecommunications company set a migration target for certain activities, such as repairs and administrative information. If its e-care migration continues on track, call volume will fall by 20 percent in the next two years.
5. Deploy a mix of “pull” and “push” strategies to make customers go online.
To speed up adoption of e-care services, customers must be “pulled” online with the promise that it will be easier to accomplish particular tasks. For instance, one company educated customers at the point of sale when they bought a new product and publicized its digital services through call-center recordings and agents. Another company communicated relentlessly the convenience of digital touchpoints through “send to a friend” social campaigns that relied on satisfied digital-care users. To complement pull efforts, companies can “push” customers not to do things the same old ways. A push migration plan could entail allowing activation, configuration, and repair for new service only through digital channels.
6. Synchronize the change effort.
Appoint a cross-company committee to lead all project management of digital customer-service activities, align performance management, improve cross-functional communication and alignment on digital projects, and set up an advanced data model to track e-care key performance indicators across the organization.

Taking a systematic approach to e-care can not only reduce costs and improve service but also bring a company closer to its customers, who now actively use digital platforms to research and review products, purchase services, and communicate problems. Digital customer service increases customer satisfaction, but it cannot simply be bolted on to traditional customer-service channels. The transition to e-care is a one- to two-year multistage project that must have substantial C-suite support at the outset. But we believe that adopting e-care is worth the effort and that virtually every consumer-facing industry that has high customer-relationship needs can benefit from it.

Source: McKinsey.com, August 2014
By: Raffaella Bianchi, David Schiavotto and Daniel Svoboda
About the authors: Raffaella Bianchi is a senior expert in McKinsey’s Milan office, where Davide Schiavotto is an associate principal; Daniel Svoboda is a principal in the Prague office.

Använd humor för att bli en bättre ledare

Posted in Aktuellt, Leadership / Ledarskap on augusti 17th, 2014 by admin

Chefer har mycket att lära av komiker. Det tycker ­Karin ­Adelsköld, som coachar företags­ledare i att använda humor för att bli bättre ledare.

Det handlar inte om att som chef börja dra spontana fräckisar i fikarummet. Inte heller om att börja flamsa på jobbet. I stället ­talar Karin Adelsköld om den sortens ­humor som, som hon säger, är ”ett glid­medel” i sociala situationer på arbetsplatsen.

skratt 1Att som chef våga bjuda lite mer på sig själv, att avstigmatisera vissa ämnen eller situationer, att ha glimten i ögat och framför allt: att nå ut med ett budskap.
– En chef kan ta bort spänningar på arbetet eller få anställda att skratta mer. Forskning visar att skrattar vi mer känner vi mindre stress och det ökar vår produktivitet, säger Karin Adelsköld.

Själv var hon fram till för några år sedan inte alls särskilt rolig, framhåller hon. Innan karriären som komiker tog fart arbetade hon som producent på Sveriges Radio och på olika kommunikationsbyråer.
– Tidigare trodde jag att om folk skulle ta mig på allvar var jag ­tvungen att vara allvarlig hela tiden.

Men när hon vågade skoja i professionella möten blev gensvaret genast större – folk började lyssna. I dag håller hon föreläsningar inför chefer och ledare om hur de kan använda humor i sitt ledarskap, och ger dessutom näringslivsprofiler individuell coachning i hur de med hjälp av humor kan bli bättre talare.

Polismyndigheten, Almega, Micro­soft och Unionen är några som anlitat Karin Adelsköld. Företagarnas vd Elisabeth Thand-Ringqvist har hon coachat individuellt, bland ­andra.

Ska en chef verkligen vara rolig?
– Ja, men inte hela tiden. Chefen ska aldrig skoja i krislägen.

Hur ska man som chef veta vad man ska skämta om?
– Det krävs fingertoppskänsla, men framför allt självkännedom. En chef får aldrig driva med de ­anställda, men gärna med sig själv. Det ­gäller att hitta rätt i vad som fungerar just på den aktuella arbets­platsen. Ställ frågan ”vad är det som kan vara roligt med just vår verksamhet?” och så kan man skoja om det.

Karin Adelsköld framhåller USA:s president Barack Obama som en ledare med rätt känsla för humor.
– Han gör precis på rätt sätt. Men så har han också komiker i sin stab som hjälper honom att skriva skämt.

Källa: DN.se, 28 juli 2014
Av: Frida Andersson (frida.andersson@dn.se)

Heard about Xiaomi?

Posted in Aktuellt, Allmänt on augusti 8th, 2014 by admin

Now the number one smartphone brand in China!


For Samsung Electronics , the bad news in Asia isn’t confined to China. The Korean company has lost its No. 1 spot in the world’s largest smartphone market, research firm Canalys said on Monday. Pushing aside Samsung in China is Xiaomi, a young, Beijing-based company that has the world’s fastest-growing smartphone brand. Samsung, the longtime leader in China, slumped to a 12 percent market share, lagging Xiaomi’s 14 percent.

Samsung’s longtime dominance in the other giant Asian market—India—is under threat, too. Micromax Informatics, a company from the Delhi satellite city of Gurgaon that started selling phones only in 2008, is now the top brand in India. According to Counterpoint Research, Micromax has 16.6 percent of the mobile phone market (including both smartphones and feature phones), making it No. 1 in India for the first time.

While Samsung still leads in the more important smartphone market, with a 25 percent share, Micromax is making gains there, too, with 19 percent of the market. “This is a vendor which [the] mobile industry will have to keep an eye on,” Counterpoint said in a statement.

Losing the No. 1 mobile spot in India may not be as big a blow to Samsung as the Korean company’s China setback. But Samsung has reason to worry about losing its smartphone advantage in India because it will have to contend not just with Micromax but with Xiaomi. The Chinese company, which hasn’t been a major force in big, emerging, external markets, is looking to expand in such countries as Indonesia, Brazil, and Russia. Last month, Xiaomi started selling its Mi3 smartphone in India, with handsets priced as low as 13,999 rupees ($232). Xiaomi’s local partner, Flipkart.com, said that about 100,000 people registered to buy the Xiaomi phones, though the company wouldn’t reveal how many phones it sold.

Not as big a prize as China, India is a large and growing market. As shipments of smartphones in China expand by 24 percent this year, IDC forecasts, Indian shipments will nearly double, to 81 million. That’s tiny, compared to China’s 436 million units, but it makes India the second-largest emerging market, one accounting for 7 percent of global shipments. And IDC expects India to remain the fastest-growing market among the BRICs next year, with smartphone demand expected to grow a further 37 percent, to 110 million handsets. As in China, sales in India “are rising because of higher incomes and new low-cost devices,” Bloomberg Industries analysts Praveen Menon and John Butler wrote in an Aug. 3 report.

Micromax and Xiaomi are well-positioned to benefit as smartphone prices continue to fall. The average smartphone in India will sell for $137 this year, according to IDC, a 44 percent drop from prices in 2010. That’s even cheaper than in China, where the retail price for an average smartphone is $211. Of the BRICs, India has the lowest prices for smartphones: In Brazil, the average price is $297; in Russia, it’s $292.

Source: Blomberg Businessweek, 6 August 2014
By: Bruce Einhorn

Why implementation matters

Posted in Strategy implementation / Strategiimplementering, Uncategorized on augusti 7th, 2014 by admin

How important is the way you implement a major change effort? We surveyed more than 2,000 global executives to find out—and to learn from the best.

Implementation matters. That may be no surprise to executives who have lived through the challenges of actually executing strategies and major change programs. But what may surprise you is just how much impact implementation has on a range of measures of corporate health.

iimplemt 1Our global survey on implementation asked executives about seven core implementation capabilities and 21 specific underlying practices identified as the most critical to success by McKinsey’s Implementation Capability Assessment. The results were striking. Good implementers—defined as companies where respondents reported top-quartile scores for their implementation capabilities—are 4.7 times more likely than those at the bottom-quartile companies to say they ran successful change efforts over the past five years. Respondents at the good implementers also score their companies around 30 percent higher on a series of financial-performance indexes.

Perhaps most important, the good-implementer respondents say their companies sustained twice the value from their prioritized opportunities two years after the change efforts ended, compared with those at poor implementers. After all, every company “leaks” value at various stages of the implementation process. Some opportunities that are prioritized will not be implemented. Others will be implemented but will not achieve bottom-line impact. A final set may achieve bottom-line impact, but it will not be sustained. Yet good implementers retain more value at every stage of the process than poor implementers do, and the impact is significant. So what can we learn from them?

Secrets of the world’s best implementers
Almost by definition, good implementers outscore poor implementers by a significant margin on all of the seven core capabilities in our Implementation Capability Assessment—which the survey results confirm. Yet beyond these aggregate results, our extensive work with companies in implementation and the survey itself point to some specific practices common to the world’s best implementers. Let’s look at just three examples:

•Ownership and commitment
Leaders devote appropriate time and energy to support major change, often clearing their diaries to drive efforts in a hands-on manner and inspire their colleagues. They also role model the right behaviors to support the change, commonly by demonstrating the difficult act of making personal behavioral changes.

•Prioritization and planning
Line managers use tools such as value-driver trees to ensure employees spend the majority of their time on the organization’s priorities. They communicate at all levels about which actions and outcomes are most important to the organization’s shareholders, customers, and other stakeholders, and they have set intervals to review individual efforts toward the organization’s priorities.

Line managers eliminate performance variability through tight monitoring and quick responses. This includes effectively using key performance indicators that the organization tracks at the right frequency, conducting regular performance discussions with teams, and regularly assessing employees against individual goals and targets.

Finally, one cross-cutting secret of the world’s best implementers is their belief that implementation is an individual discipline thatimplement 2 can be improved over time. Top-quartile implementers manifest this belief by having a higher proportion of experienced change leaders run their programs relative to other companies. In fact, the survey respondents at good implementers are 1.4 times more likely than those at poor implementers to say they have personally led multiple change efforts.

Executives and line managers around the globe often lament their organizations’ implementation capabilities. Our survey underlines what’s at stake, but it also has good news: there is a clear path to improving implementation capabilities by understanding the practices that matter, prioritizing them in your organization, and building them systematically.

Source: McKinsey.com, August 2014
By: Raphael Pustkowski, Jesse Scott, and Joseph Tesvic
About the authors:Raphael Pustkowski is a consultant in McKinsey’s Sydney office, where Jesse Scott is an associate principal and Joseph Tesvic is a principal.
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Föreläsning i Stockholm!

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on augusti 6th, 2014 by admin

Det ska bli kul!


Posted in Aktuellt, Allmänt on augusti 6th, 2014 by admin

Ryssar stal 1,2 miljarder lösenord!

Så skapar du lösenordens Fort Knox

Här är Anne-Marie Eklund Löwinders tips på hur du kan skapa och komma ihåg starka lösenord.

1. Tänk på en mening du kan komma ihåg. Den meningen utgör basen för ditt starka lösenord eller din lösenordsfras. Det ska helst vara något som är ologiskt för andra men logiskt för dig. Vi tar som exempel ”min katt Sigge är tre år”.
2. Gör om meningen till ett lösenord. Byt ut vissa tecken enligt ett recept som du själv hittar på (och kan återanvända varje gång du ska skapa ett lösenord). Ett recept kan till exempel vara att alltid byta ut ordet ”är” mot bokstaven R med versal, alltid ange andra bokstaven i varje ord som versal, alltid ange numeriska tal med siffror, alltid skriva bokstaven s som §, alltid ange dubbelbokstav som [bokstav]*2 och så vidare. Komplexiteten ökar ju fler inslag av byten som receptet innehåller.

Källa: DN.se, 6 augusti 2014