Så får du ditt självorganiserade team att prestera på topp

Posted in Aktuellt, Leadership / Ledarskap on augusti 26th, 2015 by admin

Idag förväntas många som jobbar på kunskapsintensiva arbetsplatser ”känna av” vad som ska göras, hur det ska göras och sedan göra det utan exakta instruktioner från chefen. Självledarskap blir allt vanligare men kräver rätt strategier för att arbetet ska fungera optimalt.

Till allt fler av dagens kunskapsintensiva arbeten efterfrågas medarbetare som är stresståliga, självgående, kan ha många bollar i luften, eller har andra liknande egenskaper. Men vad är det egentligen som företagen efterfrågar när de skriver så här i annonserna?
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Gisela Jönsson är doktorand i arbetsvetenskap på Institutionen för industriell ekonomi på KTH i Stockholm. Hon forskar bland annat om begreppet “självledarskap” i det moderna arbetslivet; något som blir allt vanligare – även om företag kanske inte alltid är medvetna om det. Självledarskap innebär bland annat att medarbetarna själva i högre grad identifierar arbetsuppgifterna och hur det ska utföras.

Läsa mellan raderna
– En nyckel är förmågan att se, säger Gisela Jönsson, se problemen som ska lösas och se vad man behöver göra utan att behöva bli instruerad. I detta ligger att kunna förstå kontexten, hur man passar in i den och läsa mellan raderna, och i den flod av intryck och information karva ut och avgränsa “det här är problemet jag ska lösa och såhär tänker jag lösa det”.

På många arbetsplatser fungerar det här bra, men i vissa organisationer och för vissa individer kan en alltför otydlig yrkesroll skapa onödig stress.
– När jag diskuterade detta med medarbetare var ett av problemen att veta när jobbet faktiskt var klart. Det leder till att man överpresterar och får mindre energi över till andra saker, säger Gisela Jönsson.

Ansvar för att koordinera arbetet
Ett annat problem som hon har stött på är en otydlighet kring vem som har ansvar för olika arbetsuppgifter. Det kan leda till att onödigt dubbelarbete, eller till att viktiga uppgifter inte blir utförda.
– I botten handlar det om att om medarbetaren själv ska ta ansvar för att organisera arbetet måste det finnas mekanismer för att koordinera arbetet med andra personer. I en hierarkisk modell rapporterar alla till chefen, som har koll på hur saker ligger till och dirigerar utifrån det. Men om chefen inte har den rollen, vilket är vanligare och vanligare, så ska kollegorna koordinera det här själva. Då blir chefens roll att se till att det här blir av och skapa mekanismer för det.

För att underlätta självledarskap är introduktionen för nya medarbetare särskilt viktig, enligt Gisela Jönsson:
– Både juniora och seniora medarbetare behöver en bra introduktion och möjlighet att ställa mycket frågor. Det gäller även när det sker förändringar av en arbetsuppgift så att man kan orientera sig i det nya.

Källa:Telia.com, 26 augusti 2015

Four reasons managers should spend more time on coaching

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on augusti 25th, 2015 by admin

There are managers who coach and managers who don’t. Leaders in the latter category are not necessarily bad managers, but they are neglecting an effective tool to develop talent. We’ve been researching managers who coach and what distinguishes them. What has stood out in our interviews with hundreds of managers who do coach their direct reports is their mindset: They believe in the value of coaching, and they think about their role as a manager in a way that makes coaching a natural part of their managerial toolkit. These are not professional coaches. They are line and staff leaders who manage a group of individuals, and they are busy, hard-working people. So why do they so readily give coaching an important place in their schedule? Here are four reasons:

They see coaching as an essential tool for achieving business goals. They are not coaching their people because coach 2they are nice — they see personal involvement in the development of talent as an essential activity for business success. Most managers will tell you that they don’t have the time to coach. However, time isn’t a problem if you think coaching is a “must have” rather than a “nice to have.” Whether it’s because they are competing for talent, operating in a highly turbulent market place, trying to retain their budding leaders, or aiming to grow their solid players, they believe that they simply have to take the time to coach.

There are two assumptions behind this belief. First, that extremely talented people are hard to find and recruit. If you are known as a manager who will help those people thrive, they will gravitate to you. Second, that an organization cannot be successful on the backs of the extremely talented alone. You need solid players just as you need stars, and they will need a manager’s help to build skills and deal with the changing realities of their marketplace.

They enjoy helping people develop. These managers are not unlike artists who look at material and imagine that something better, more interesting, and more valuable could emerge. They assume that the people who work for them don’t necessarily show up ready to do the job, but that they will need to learn and grow to fulfill their role and adapt to changing circumstances. Coaching managers see this as an essential part of their job. They believe that those with the highest potential, who can often contribute the most to a business, will need their help to realize their often-lofty ambitions. As one manager told us recently, “Isn’t helping others to be more successful one of the key roles of a manager?”

The manager must adapt his or her style to the needs and style of each particular individual. This of course takes a good deal of work on the part of the manager, but again, this is perceived as being part of the job, not a special favor.

They are curious. Coaching managers ask a lot of questions. They are genuinely interested in finding out more about how things are going, what kinds of problems people are running into, where the gaps and opportunities are, and what needs to be done better. Typically, they don’t need to be taught how to ask questions because it’s a natural strength. This curiosity facilitates the coaching dialogue, the give-and-take between coach and learner in which the learner freely shares his or her perceptions, doubts, mistakes, and successes so that they together reflect on what’s happening.

They are interested in establishing connections. As one coaching manager stated, “That is why someone would listen to me, because they believe that for that time, I really am trying to put myself in their shoes.” This empathy allows the coaching manager to build an understanding of what each employee needs and appropriately adjust his or her style. Some employees might come to coaching with a “Give it to me straight, I can take it” attitude. Others need time to think and come to their own conclusions. A trusting, connected relationship helps managers better gauge which approach to take. And coaching managers don’t put too much stock in the hierarchy. As a coaching manager recently told us, “We all have a job to do, we’re all important, and we can all be replaced. Ultimately, no one is above anyone else. We just need to work together to see what we can accomplish.”

Achieving this mindset is doable. It comes down to whether the business case is sufficiently compelling to motivate a manager to develop a coaching mindset. Managers need to ask themselves a few questions: Does your organization (or group or team) have the talent it needs to compete? If not, why not? Have you done a poor job hiring, or are people not performing up to their potential? It’s really either one or the other. If the latter is true, it’s your job to help get them to where they need to be.
coach 1
For managers who want to start coaching, one of the first steps is to find someone who is a good coach in your organization and ask her or him to tell you about it. What do they do? Ask why they coach. Listen and learn.

Second, understand that before you start coaching, you need to develop a culture of trust and a solid relationship with the people you will be coaching. In spite of your good intentions, all the techniques in the world will make little difference if those you are trying to coach don’t feel connected to you in some way. The relationship you develop is more important than the all of the best coaching methods that are available.

Third, learn some of the basic principles of managerial coaching that will help you develop your own expertise as a coach. One of the core lessons for managers is that coaching isn’t always about telling people the answer. Rather, it is more about having a conversation and asking good, open-ended questions that allow the people you are coaching to reflect on what they are doing and how they can do things differently in the future to improve performance.

Finally, the mindset should be focused on the people you are coaching. Always remember the main principle: coaching is about them, not about you.

Source: HBR.com, 29 May 2015
By: Joseph R. Weintraub and James M. Hunt

Do people ever really change?

Posted in Uncategorized on augusti 24th, 2015 by admin

A year before his death, Steve Jobs told me, with intentional irony, that one of the only things that ever got him to consider a behavior change was facing his own mortality. Chances are you probably know more than one gifted, intelligent pal whose heart attack and bypass led to a radical improvement in behavior—temporarily. Not only did he get better, he annoyed you for months about your bad habits as he set a better example. A year later, he’s obviously gaining weight sneaking off to eat cheeseburgers at the drive-thru on the way home. Even life-threatening illness doesn’t seem to create permanent change.

Why don’t we change even with a proverbial burning platform? Boards of Directors, VC’s and private equity investors call me exasperated by how stubborn even the most gifted leaders can be. It’s no longer enough to manage or ‘embrace’ change. You’ve got to drive it or be run over by disruptive competitors! Here are three primary reasons why leaders fail to cross the chasm, and how to transform those risky habits into continuous improvement:

1. Evidence vs. Support
As losses swelled, newly recruited Ford CEO Alan Mulally challenged his senior executives to deliver performance reports that showed how the company wasn’t hitting the right targets. Sitting in his office overlooking Detroit, he smiled and shook his head as he described how the team showed up with rosy forecasts at the first meeting. Mulally reminded his colleagues that Ford couldn’t be $17 billion in the red if everything was green on their dashboards. And if things seemed okay to those leaders, he warned that he’d find people capable of revealing the brutal truth.

One senior executive did something so rare at a subsequent meeting that it’s hard to imagine it in most companies. He provided a shocking report that showed crimson across the board. You couldn’t blame his peers for wondering whether this honest, but naïve fellow would be shot at the end of the session. He shared the problems openly, and more importantly, he wasn’t ashamed to admit that he did not have all the answers.

The CEO stood up at the conference table for a moment of hushed silence.

What happened next was unprecedented. He gave the fellow a standing ovation and acknowledged that he didn’t have the answers either. He pledged the resources within Ford and around the world to help find and fund the changes necessary for growth. It was a breakthrough that had been prevented by a long tradition in most companies well versed in management science that suggests that we insist our team only bring us solutions. For that reason, we often don’t get the bad news until it’s too late.

Before he retired, Mulally was widely viewed as a rock star among high performance CEOs, and the executive who had the courage to face him with the red dashboard was Mark Fields, who not surprisingly became the next CEO of Ford!

We train our teams to lie to us. Despite all the lip service to the contrary, we have a long, well-established track record in many organizations in which we shoot the messenger, punishing them for having let it occur and browbeating them for disclosing it without a profound answer to the problem.
“Situational leadership is great, but in this one respect it doesn’t go far enough,” says the world’s #1 executive coach Marshall Goldsmith. While it would be ideal to have all the solutions instantly available and obvious to us as leaders in a rapidly changing environment, it’s not realistic. We often unintentionally force our teams to mislead themselves and others, or hesitate too long in sharing the brutal truth. We must encourage our people to provide the evidence AND then they’ll watch our behavior under a microscope: They’ll watch carefully to see if we’re telling truth about providing the support and safety needed to embrace change.

“We’re judged by what we do to confirm the behaviors we’re seeking in others, not just what we say as leaders!” Goldsmith said. “When it comes to embracing change, it’s very easy to see what we don’t like about ourselves in other people. It’s harder to see what we don’t like about ourselves.”

2. The Diet & Exercise Myth
Among the most popular books on Earth are those written about cooking and, separately, the diets necessary to survive that consumption. On a valiant mission to ‘get in shape’ after warnings from your doctor, what better way to be accountable for change than to set a BHAG that is unambiguously clear and gives you bragging rights like running a marathon. It’s a great metaphor for what we must all do in our lives and business, right? Well, maybe. If you also happen to fall in love with distance running, that’s fantastic. The problem is that many people who set that marathon as the ultimate goal often win that battle, but lose the war. The relief that comes with victory means they never run again and promptly return to their prior weight and lack of condition. Diet and exercise are not intrinsically compelling goals. So what works for lasting change?

You can’t manage what you don’t measure. While that should be cliché by now, it’s amazing how temporary we make Steve Jobsmost of the measurements of change that we wish to see. That’s because we set goals for change that don’t really matter to us. In fact, the new exercise plan probably creates real sacrifices and discomfort, and so it’s often doomed unless we give ourselves with something more meaningful to hold onto—or perhaps even more fun.

Set More Meaningful Goals for Long-Term Change. If we must lose weight, then what activity gets you on your feet that keeps you in shape that you might actually enjoy? Can you engage in the new habit with people you want to be with, or is there some way to take the sting out of the sacrifice? These are details worth sweating if we want the new exercise program to stick. It may not seem as heroic as a marathon, but this is a case where finding a passion that really matters to you if you want to have even the most remote possibility of permanent change.

3. Role Modeling vs. Rule Making
The day will come when it’s time for you to leave your job. For the charismatic CEO of Cisco, it was a well planned transition. After 17 years, John Chambers moved to a role as Executive Chairman this summer. Part of his success has been his willingness to ‘be the change’ that he wants to see. When I was invited to keynote Cisco’s largest customer conference, I found Chambers backstage interviewing clients—a never-ending practice I’ve witnessed for two decades. In his patient southern drawl, he’s forever asking questions and listening deeply for ways Cisco can step up to a solution. For a guy who’s so people focused, Chambers’ dyslexia has never made public speaking a picnic for him, but nevertheless he insisted that every speaker at the conference would receive customer feedback scores, and he’d be judged by the audience along with the rest of us. Chambers is forever determined to role model the behaviors he demands from others.

You succeed not only because of your talents, but despite (not because of) your bad habits. Success is not the best teacher when it comes to creating change. It’s all too easy (and ironic) for leaders to ask others to take the big leap toward continuous improvement rather than hold ourselves accountable to the principles that we ourselves evangelize. In fact, a long track record of achievement makes us more resistant to initiate change. It’s also easy to assume that just because we’ve been successful in the past, every habit we have has contributed to that success or is forgivable. The truth is that we’re successful because of some talents and skills, and despite bad habits not because of them. My coaching partner Marshall Goldsmith wrote about this in his bestselling book, What Got You Here Won’t Get You There. What we’ve done in the past often won’t get us where we need to be tomorrow if there is a change of behavior required. It’s common to indulge in wishful thinking and overconfidence about the future prospects of past victories, or fearful that a new path might risk what’s worked so well for so long.

We’re here to learn and to serve,” Chambers whispered to me in the kitchen at my neighbor’s house as he readied himself to receive guests for a cancer charity event in Silicon Valley last weekend. “That’s the only part that never changes.” Never stop asking questions. Never stop being the role model for innovation. If you’re listening carefully, the world will tell you how you can be the change you wish to see.

Source: Forbes.com, August 2015
By: Mark Thompson

Vad krävs för att hitta nya kunder på LinkedIn?

Posted in Aktuellt, Försäljning / Sales on augusti 21st, 2015 by admin

Vi får ofta höra att affärer skapas i mötet mellan människor. Att försäljning handlar om relationer. Det finns inga större affärer som görs idag utan att man har skakat hand, etablerat en relation och känner förtroende för varandra.

Således sker ingen försäljning i sociala medier. Det är ingen försäljning som sker exempelvis här – på LinkedIn. Däremot är det en kanal som kan hjälpa dig och ditt företag att skapa förutsättningar för fler affärer – genom fler kontakter, fler kundmöten och fler förfrågningar. I slutändan tre parametrar som leder till ökad försäljning.

Känner du någon som har träffat sin livskamrat på nätet? Det är väldigt vanligt idag. Kortfattat går det ut på att inleda en dialog med någon på nätet för att sedan träffas över en fika för att ta reda på om man är en “match”.
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LinkedIn fungerar lite på samma sätt. Istället för att ge dig möjlighet att inleda personliga relationer så innebär kanalen en möjlighet för dig att skapa professionella relationer. Att sträcka ut en hand till potentiella kunder, leverantörer, samarbetspartners och rekryterare genom en kontaktförfrågan, påbörja en dialog som sedan fortsätter som ett telefonsamtal eller möte.

De flesta av mina kunder kommer från sociala medier som LinkedIn. Men försäljningen sker inte där. Vi skapar kontakt på LinkedIn, inleder en konversation, tar ett telefonsamtal och träffas för ett möte. Med den kommunikation som du kan bedriva i sociala medier kan kunden få en uppfattning om vem du är, vad du kan och hur du hade kunnat hjälpa dem.

Skrapar man lite på ytan på en kanal på LinkedIn så är det ett verktyg som är fullt med funktioner som du kan använda för att hitta kunder och samarbetspartners.

Vad krävs då för att lyckas med detta på LinkedIn?
Du måste ha en öppen inställning till att nätverka. Gå in med den inställningen istället för att du ska sälja dina produkter och tjänster till någon. Tänk istället – vilket värde kan jag tillföra den här personen? Hur kan jag utforma min personliga profil på LinkedIn till en resurs för andra – istället för att bara prata om mig själv?

Du får inte vara rädd för att synas. En av de kraftfullaste verktygen på LinkedIn är, tro det eller ej, den vanliga funktionen för att skriva en statusuppdatering – om den används på rätt sätt. Du måste utbilda ditt nätverk i vad du kan och vilket värde du kan tillföra personer som väljer att arbeta med dig.

Du behöver rätt kunskap. Vet du hur du hittar potentiella kunder på LinkedIn? Vad du ska göra när någon gillar dina inlägg? Hur du ska skriva i dina kontaktförfrågningar till kunder för att öka chansen att de väljer att acceptera din kontaktförfrågan? Hur får du potentiella kunder att vilja träffa dig?

Du måste vara aktiv. Skapa regelbundet kontakt med nya personer, publicera statusuppdateringar, svara på meddelanden etcetera. Med rätt kunskap behöver det inte ta för mycket tid i anspråk.

Källa: Linkedin.com, augusti 2015
Av: Johan Åberg

Så kommer du igång efter semestern

Posted in Aktuellt, Allmänt on augusti 21st, 2015 by admin

Sitter du också och dagdrömmer om de svunna, lata mornarna på sommarstugans terrass? Svårt att trumma igång och jobba i supertempo första veckan? Du är inte ensam! Ta en sak i taget och ställ inte för höga krav på dig själv, tipsar experten.

Kontrasten kan vara rätt tung: Rosékvällar på landet med efterföljande sovmorgnar och morgondopp byts abrupt mot trafikträngsel och stressande leveranshets på jobbet. Att känna sig nedstämd efter semestern därför närmast logiskt. Enligt stressdoktorn Tomas Danielsson går det att förklara detta medicinskt:
– En omställning blir alltid en stress i kroppen som orsakar trötthet. Det är fullt normalt att man känner sig stressad första veckan tillbaka på jobbet, säger han.
Föränderlighet präglar idag
Tomas Danielsson tror att problemet är att semestern fortfarande är utformad som i gamla industri-Sverige – fyra veckor av total frånkoppling – medan arbetslivet blivit betydligt snabbare och mer föränderligt de senaste decennierna. Många är rädda för ett informationsglapp: vad har hänt under tiden jag legat i solstolen och vad kommer det att innebära för mig? Vad står det för jobbigt i de där 300 olästa mailen?
– Min far var fabrikör. På hans fabrik stängde stansaren av sin maskin sista dagen innan semestern och så stod den orörd i fyra veckor. När han kom tillbaka startade han sin maskin och fortsatte där han var innan semestern. Det hade inte hänt ett jota. I dag är det inte så – i företag med snabba projekt och ständig leverans känner många att det har hänt mycket under sommaren med kunder, arbetsgrupper och projekt, säger Tomas Danielsson.

Många vet helt enkelt inte riktigt vad de kommer tillbaka till. Men informationsglappet är oftast inte så stort som många av oss tror enligt Tomas Danielsson. Små saker kanske har skett på kontoret när du varit borta, men so what? Och har det skett omvälvande förändringar lär du ha fått höra om dem ändå trots att du varit ledig.

En sak i taget är bästa tipset
Många är inte bara nedstämda första tiden efter semestern. De är också sega och har svårt att få grejer gjorda. Men lugn, var snäll mot dig själv menar stressdoktorn.
– Du ska inte tro att du kan jobba heltid första veckan med full effektivitet. Bästa sättet att få saker gjorda är att scanna igenom din situation i lugn och ro och sortera uppgifterna efter hel-akut, halv akut och sådant du kan göra när du hinner. Skriv högst tre post it-lappar med saker som du faktiskt måste göra direkt och beta av dem en efter en.

För att komma bort från efter semestern-stressen tror Tomas Danielsson att man gör klokt i att omdefiniera semestern för sig själv: ta ner semesterhajpen lite.
– Se sommarsemestern som en bonusperiod bland andra ledigheter. Genomsnittssvensken är ändå ledig två heldagar varje vecka och många tar även ett par lediga veckor under övriga året. Passa på att ta en kompledig fredag i slutet av augusti om du kan och förläng den där kräftskivehelgen hos vännerna i skärgården… Återhämtning är färskvara – du kan inte lagra den, säger han.

Var snäll mot dig själv. Tro inte att du ska kunna jobba supereffektivt första dagarna.
Prioritera bland uppgifterna. Försök inte att göra allt på en gång utan sortera fram ett par grejer du måste göra direkt – och beta av dem.
Omvärdera vad semestern innebär och ta ner semeterhajpen.
Ta mer ledigt. Luckra upp semestern, ta långhelger här och där om du kan. Det är viktigt att ha saker att se fram emot.

Källa: Telia.se, 17 augusti 2015

An executive’s guide to the Internet of things

Posted in Aktuellt, Digitalisering / Internet, Strategy implementation / Strategiimplementering, Technology on augusti 19th, 2015 by admin

The rate of adoption is accelerating. Here are six things you need to know.

As the Internet of Things (IoT) has gained popular attention in the five years since we first published on the topic, it has also beguiled executives. When physical assets equipped with sensors give an information system the ability to capture, communicate, and process data—and even, in a sense, to collaborate—they create game-changing opportunities: production efficiency,iot 1 distribution, and innovation all stand to benefit immensely. While the consumer’s adoption of fitness bands and connected household appliances might generate more media buzz, the potential for business usage is much greater. Research from the McKinsey Global Institute suggests that the operational efficiencies and greater market reach IoT affords will create substantial value in many industries.

There are many implications for senior leaders across this horizon of change. In what follows, we identify three sets of opportunities: expanding pools of value in global B2B markets, new levers of operational excellence, and possibilities for innovative business models. In parallel, executives will need to deal with three sets of challenges: organizational misalignment, technological interoperability and analytics hurdles, and heightened cybersecurity risks.

Opportunities beckon . . .
IoT’s impact is already extending beyond its early, most visible applications. A much greater potential remains to be tapped.

Creating B2B value globally
To make the Internet of Things more understandable, media coverage has often focused on consumer applications, such as wearable health and fitness devices, as well as the automation products that create smart homes. Our research reveals considerable value in those areas. Yet the more visible manifestations of IoT’s power shouldn’t distract executives from a core fact: business-to-business applications will account for nearly 70 percent of the value that we estimate will flow from IoT in the next ten years. We believe it could create as much as $11.1 trillion a year globally in economic value in nine different types of physical settings. Nearly $5 billion would be generated almost exclusively in B2B settings: factories in the extended sense, such as those in manufacturing, agriculture, and even healthcare environments; work sites across mining, oil and gas, and construction; and, finally, offices.

There’s also a global dimension to IoT’s B2B potential. Emerging markets, whose manufacturing-intensive economies often supply goods to final manufacturers, will be prime areas for IoT adoption. But over the next ten years, the total economic impact from IoT will be greater in advanced economies, given the possibility of larger cost savings and higher adoption rates.

However, an estimated 38 percent of IoT’s overall worldwide value will likely be generated in developing economies, and eventually, the number of IoT deployments in such markets could surpass those in developed ones. In fact, deployments in developing economies are likely to exceed the global average in work-site settings (such as mining, oil and gas drilling, and construction) and in factories. For instance, China, with its large and growing industrial and manufacturing base, stands to reap major benefits not only on the factory floor but also in product distribution. In fact, developing economies could leapfrog the developed world in some IoT applications because there are fewer legacy technologies to displace.

Optimizing operations
Investing in IoT hardware—from sensors embedded in manufacturing equipment and products to electronically tagged items along the supply chain—is only the starting point of the value equation. The biggest competitive gains come when IoT data inform decisions. Our work shows that most of the new business value will arise from optimizing operations. For example, in factories, sensors will make processes more efficient, providing a constant flow of data to optimize workflows and staffing:
•Sensor data that are used to predict when equipment is wearing down or needs repair can reduce maintenance costs by as much as 40 percent and cut unplanned downtime in half.
•Inventory management could change radically, as well. At auto-parts supplier Wurth USA, cameras measure the number of components in iBins along production lines, and an inventory-management system automatically places supply orders to refill the containers.
iot 3•In mining, self-driving vehicles promise to raise productivity by 25 percent and output by 5 percent or more. They could also cut health and safety costs as much as 20 percent by reducing the number of workplace accidents.

IoT systems can also take the guesswork out of product development by gathering data about how products (including capital goods) function, as well as how they are actually used. Using data from equipment rather than information from customer focus groups or surveys, manufacturers will be able to modify designs so that new models perform better and to learn what features and functionality aren’t used and should therefore be eliminated or redesigned. By analyzing usage data, for example, a carmaker found that customers were not using the seat heater as frequently as would be expected from weather data. That information prompted a redesign to allow easier access: the carmaker updated the software for the dashboard touchscreen to include the seat-heater command. This illustrates another capability of connected devices: with the ability to download new features, these products can actually become more robust and valuable while in service, rather than depreciate in value.

Despite this value, most data generated by existing IoT sensors are ignored. In the oil-drilling industry, an early adopter, we found that only 1 percent of the data from the 30,000 sensors on a typical oil rig are used, and even this small fraction of data is not used for optimization, prediction, and data-driven decision making, which can drive large amounts of incremental value.

Creating innovative business models
IoT can also spur new business models that would shift competitive dynamics within industries. One example is using IoT data and connectivity to transform the sale of industrial machinery and other goods into a service. The pioneers of this trend were jet-engine manufacturers that shifted their business model to selling thrust and ancillary services rather than physical equipment. Now these models are proliferating across industries and settings. Transportation as a service, enabled by apps and geolocation devices, is encroaching on vehicle sales and traditional distribution alike. Manufacturers of products such as laser printers with IoT capabilities are morphing into robust service businesses.

IoT makes these business models possible in a number of ways. First, the ability to track when and how physical assets are actually used allows providers to price and charge for use. Second, the combined data from all these connected assets help a supplier to operate equipment much more efficiently than its customers would, since its customers would only have a limited view of their own equipment if they purchased and ran it themselves. Furthermore, analysis of IoT data can enable condition-based, predictive maintenance, which minimizes unplanned downtime.

This business-model shift will require product companies to develop and flex their service muscles. Product development, for instance, becomes service development, where value is cocreated with customers. It won’t be enough to focus on the product features customers will pay the most for. Developers will need to understand the business outcomes their customers seek and learn how to shape offerings to facilitate those outcomes most effectively. Service providers will also have to take on capacity-planning functions—including planning for peak usage and utilizing IoT data to forecast demand.

. . . but challenges remain
As with any major technological shift, realizing IoT’s potential will require significant management attention not just to new technical imperatives but also to organizational issues.

Aligning the organization
IoT will challenge traditional organizational roles as information technology becomes widely embedded across assets, inventories, and operations. One focal point will be the IT function, for the Internet of Things requires it to assume a transformed role that spans beyond computers, networks, mobile devices, and data centers. Instead, IT will have to join with line managers to oversee IoT systems that are essential to improve both the top and bottom lines.

In retailing, for instance, one of the largest sources of value could be the sales lift that real-time, in-store personalized offers are expected to deliver. This will require the sophisticated integration of data across many sources: real-time location data (the shopper’s whereabouts in a store), which would link to data from sensors in the building; customer-relationship-management data, including the shopper’s online-browsing history; and data from tags in the items on display, telling the customer to enter a specific aisle, where he or she could use an instant coupon sent to a phone to buy an item previously viewed online. In short, information technology and operations technology will converge, both technically and in their metrics of success. As a result, companies will have to align their IT and operational leadership tightly, though traditionally these functions tended to work separately and, more often than not, held each other at arm’s length.

Beyond expanding IT’s role, IoT will challenge other notions of organizational responsibilities. Chief financial, marketing, and operating officers, as well as leaders of business units, will have to be receptive to linking up their systems. Companies may need to train employees in new skills, so the organization can become more analytically rigorous and data driven. Analytics experts and data scientists must be connected with executive decision makers and (to optimize insights from the new data) with frontline managers. In some cases, the decision makers will be algorithms. When companies need large-scale real-time action—such as optimizing the control of equipment across an entire factory—IoT systems will make decisions automatically. Managers will monitor metrics and set policy.

Overcoming interoperability and analytics hurdles
Strategies that use IoT data in an effective way often call for interoperability. We estimate that nearly 40 percent of the potential value, on average, will require different IoT systems to communicate with one another and to integrate data. Relatively little of that is happening now. For example, on offshore oil platforms today, components such as pumps are often installed as connected devices, but in a limited fashion: devices individually connect back to their manufacturers, which monitor and control machines and can optimize their maintenance and performance iot 2individually. However, data from multiple components and systems must be combined to identify more than half of the predictable performance issues that arise in day-to-day platform operations, including those that could impact overall oil-production volumes.

Many large companies will have enough market power to specify that their IoT vendors make systems interoperable. In some cases, this will lead vendors to choose common standards that will ultimately speed up adoption. In other cases, interoperability could also be achieved with software platforms designed to combine data from multiple systems. That will create new market opportunities for companies capable of integrating data from diverse sources.

However, simply bringing data together from different IoT systems won’t be enough. Indeed, IoT may exacerbate many of the challenges we have observed when companies use big data. In moving to a world where IoT is used for prediction and optimization, companies face an analytics challenge. They’ll need to develop or purchase, to customize, and then to deploy analytical software that extracts actionable insights from the torrent of data IoT will generate. And in many cases, the algorithms embedded in this software will have to analyze data streams in real time—a task many traditional analytical tools are not designed to do. This offers another potential market opportunity for innovative software developers.

Facing up to the security imperative
The prospect of implementing the Internet of Things should prompt even greater concern about cybersecurity among executives. IoT poses not only the normal risks associated with the increased use of data but also the vastly greater risks of systemic breaches as organizations connect to millions of embedded sensors and communications devices. Each is a potential entry point for malicious hackers, and the damage from a break-in can be literally life threatening—disrupting machine-control systems on an oil rig or in a hospital, for example. The same interoperability that creates operational efficiency and effectiveness also exposes more of a company’s units to cyberrisks. Growing interconnections among companies and links with consumer devices will create other challenges to the integrity of corporate networks, too.

Companies will need to rely on the capabilities of vendors to mitigate some of these risks. However, preparing for a revolutionary change in distributed connectedness and computation will also require a new strategic approach, which our colleagues have described as “digital resilience.” In other words, companies need to embed methods of protecting critical information into technology architectures, business-model-innovation processes, and interactions with customers. They can start by assessing the full set of risks in an integrated way and by creating an extensive system of defenses that will be hard for hackers to penetrate. Companies also need to tailor cybersecurity protections to the processes and information assets of each of their businesses, which in an IoT world will increasingly be linked. Given the extent of the risks and the cross-functional nature (and significant cost) of the solutions, progress will require senior-level participation and input.

IoT will soon become a differentiating factor in competition. Senior leaders and board members must take a systems approach to address the organizational challenges and risks this expansion of the digital domain will create. That will allow companies to capture the full range of benefits promised by the Internet of Things.

Source: McKinsey.com, 18 August 2015
By: Jacques Bughin, Michael Chui, and James Manyika
About the authors:Jacques Bughin is a director in McKinsey’s Brussels office; Michael Chui is a partner at the McKinsey Global Institute, where James Manyika is a director.
The authors wish to thank McKinsey’s Dan Aharon and Mark Patel for their contributions to this article

How to separate learning myths from reality

Posted in Aktuellt, Allmänt on augusti 13th, 2015 by admin

Misconceptions about the brain are embedded in corporate training programs and could be sabotaging their effectiveness. Companies should reevaluate them in light of the latest scientific insights.

Over the years, you have probably gained some insight into how your brain works. You may have taken a course or read a book that promised to reveal the secret of maximizing your mental capacity—a common sales pitch of leadership coaches these days. In the process, you may have read that after a critical period in childhood there is no hope for significant learning, that half of your brain is inactive at any given time, or that you’re capable of learning properly only in your preferred style.

Training 1Each of these claims is what we call a “neuromyth,” a misconception based on incorrect interpretations of neuroscientific research. Our experience advising companies on their lifelong-learning initiatives suggests that such misunderstandings remain embedded in many corporate training programs. As companies increasingly pour money into developing their employees, they can no longer afford to invest in training programs based on inaccurate and out-of-date assumptions. In recent years, for example, US businesses alone spent more than $164 billion annually on employee learning.1 The stakes are high and getting higher.

Bridging the gap between popular neuromyths and the scientific insights gathered in the past few decades is a growing challenge. As modern brain-imaging techniques, such as functional magnetic resonance imaging (fMRI), have advanced scientific knowledge, these misleading lay interpretations by business practitioners have advanced as well. Unless such misconceptions are eliminated, they will continue to undermine both personal- and organizational-learning efforts. In this article, we’ll address the three most prominent neuromyths in light of the latest research and explore some of the implications for corporate learning.

Myth #1:The critical window of childhood
Most of us have heard about critical learning periods—the first years of life, when the vast majority of the brain’s development is thought to occur. After this period, or so the assumption too often goes, the trajectory of human development is deemed to be more or less fixed. That, however, is an exaggeration. Recent neuroscientific research indicates that experience can change both the brain’s physical structure and its functional organization—a phenomenon described as neuroplasticity.

Researchers studying the plasticity of the brain are increasingly interested in mindfulness. Practicing simple meditation techniques, such as concentrated breathing, helps build denser gray matter in parts of the brain associated with learning and memory, controlling emotions, and compassion. A team led by Harvard scientists has shown that just eight weeks of mindful meditation can produce structural brain changes significant enough to be picked up by MRI scanners.
Organizations from General Mills in consumer foods to digital bellwethers training 2such as Facebook and Google increasingly give their employees opportunities to benefit from mindfulness and meditation. Most such programs have garnered enthusiastic support from employees, who often see a marked improvement in their mind-sets and job performance. For example, employees at the health insurer Aetna who have participated in the company’s free yoga and meditation classes report, on average, a 28 percent decrease in their levels of stress and a productivity increase of 62 minutes a week—an added value of approximately $3,000 per employee a year. CEO Mark Bertolini, who started the program a few years ago, marvels at the level of interest generated across the company; to date, more than a quarter of Aetna’s 50,000 employees have taken at least one class. Leaders like Bertolini understand that providing them with the tools to become more focused and mindful can foster a better working environment conducive to development and high performance.

Myth #2:The idle-brain theory
A recent European survey discovered that nearly 50 percent of teachers surveyed in the United Kingdom and the Netherlands believed that the idle-brain theory has been proved scientifically. This misunderstanding originally stemmed from inaccurate interpretations of activation hot spots in brain-imaging studies. By now, more carefully interpreted functional brain scans have shown that, irrespective of what a person is doing, the entire brain is generally active and that, depending on the task, some areas are more active than others. People can always learn new ideas and new skills, not by tapping into some unused part of the brain, but by forming new or stronger connections between nerve cells.

This insight into the brain’s capacity becomes particularly relevant for the environment and context in which learning typically occurs. Everybody knows, all too well, about the habit of quickly checking e-mails or planning for the next meeting in the middle of a training session. The problem is that such multitasking engages large parts of the brain’s working memory. Without freeing that up, we cannot successfully memorize and learn new information. In short, multitasking and learning cannot occur effectively at the same time.

Some organizations, recognizing this problem, are working to build immersive learning environments where distractions are eliminated. At McKinsey, we’ve created a model factory that participants can walk through to see operating conditions in action. But first, everyone is asked to place their phones and other distractive belongings in a locker, so they can fully concentrate on the learning exercise at hand. At many companies, removing the temptation of using mobile devices during learning sessions is becoming commonplace.

Myth #3:Learning styles and the left/right brain hypothesis
Almost everyone has encountered the theory that most people are either dominantly analytical (and left brained) or more creative (and right brained). However, this either/or dichotomy is false. The two hemispheres of the brain are linked and communicate extensively together; they do not work in isolation. The simplistic notion of a false binary has led, in many businesses, to the misconception that each one of us has a strictly preferred learning style and channel. Recent studies have flatly disproved this idea, suggesting instead that engaging all the senses in a variety of ways (for instance, audiovisual and tactile) can help employees retain new content.

One organization that puts this idea into practice is KFC, which uses multiple forms of learning in customer-service training. Sessions begin with an after-hours board game placing the entire team of a store in the role of the customer. This is followed up by “gamified” learning that fits into roughly 15-minute windows during shifts. These video game–like modules put the employees behind the cash register to handle a number of typical customer experiences, including responding to audio and visual cues of satisfaction. At the end of the online modules, employees physically reconvene at the front of the store to hear feedback, report on what they’ve learned, and receive live coaching as reinforcement.

Although significant progress has been made, much remains to be done to eradicate neuromyths from the philosophy of corporate-training programs. Neuroscience research has confirmed some of the approaches that learning professionals already use, such as on-the-job reinforcement and engagement without distractions. But that research has also contradicted other approaches. Companies should draw on the newly substantiated insights and may need to rethink their training programs accordingly. At the very least, they need to improve their dialogue with, and understanding of, the scientific community.

Källa: McKinsey.com,July 2015 |
By: Artin Atabaki, Stacey Dietsch and Julia M. Sperling
About the authors: Artin Atabaki is a consultant in McKinsey’s Stuttgart office; Stacey Dietsch is an associate principal in the Washington, DC, office; and Julia M. Sperling is a principal in the Dubai office.

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”Största svagheten i Sverige är ledarskapet”

Posted in Aktuellt, Board work / Styrelsearbete, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on augusti 12th, 2015 by admin

Det är inte bristen på kreativitet som är största hotet på svenska företag, det är dåligt ledarskap. Det skriver debattören Ulf Hall.

Medelmåttighet är det största hotet för svenska företags framtid” skriver Martin Ingemansson, Nordenchef på Facebook, på SvD Debatt 8/8. Jag vill snarare hävda att dåligt ledarskap på svenska företag orsakar störst skada. Samtidigt som ett utvecklat ledarskap har en enorm potential för att stärka Sveriges konkurrenskraft.

På lång sikt står varje organisations överlevnad på spel. Kundbehov, konsumtionsvanor, teknologi, konkurrenter, inträdesbarriärer, leverantörer – allt förändras på den globala marknaden. Ibland i ett rasande tempo. Men ledningsgrupper fokuserar – och inte minst bedöms – på kvartalssiffrorna, och inte på hur de säkrar verksamhetens utveckling och långsiktiga överlevnad. Vet företagen verkligen att de är på rätt väg? Finansiella mätetal, som försäljning, nettovinst och rörelsemarginal, blickar snarast bakåt. Förvånansvärt ofta missar företagens rapportering det faktum att verksamhetens kunder är den avgjort viktigaste tillgången och källan till ett positivt kassaflöde.

hallFaktum är att de högsta cheferna lägger så mycket som 80 procent av sin tid på sånt som står för mindre än 20 procent av ett företags långsiktiga värde (Stop wasting valuable time. MC Mankins. HBR.). Och som om inte detta vore nog, lägger ledningsgrupper bara tre timmar per månad på strategiska beslut. Detta stämmer alltför väl överens med den inblick jag fått som chef och konsult i stora multinationella börsbolag, i mindre och i eget företag, samt genom mitt nuvarande jobb på Stiftelsen för kunskaps- och kompetensutveckling där jag möter både företag, universitet och högskolor.

De strategiska frågorna – vision, mission, värderingar, affärsidé, strategier – måste upp på dagordningen. Det är mot detta som man hela tiden måste stämma av sina beslut om investeringar och aktiviteter, vilka teknologier som ska utvecklas, vad man ska erbjuda marknaden, hur den egna kompetensen måste utvecklas, och så vidare. Utan kontakt med strategierna och målen, blir det många dikeskörningar.

Men hur många organisationer har egentligen gjort det strategiska grundarbetet? Som har en tydlig målbild och säkrar att man är på väg dit? Som har analyserat sina framgångsfaktorer, kärnkompetens och kompetensbehov, intäktsströmmar och kostnadsstrukturer, som strategiskt styr sina produktionsresurser, som känner sin omvärld i form av marknad, kunder, leverantörer och konkurrenter, och de ekonomiska, sociala, politiska och teknologiska faktorerna? Hur väl vet man vad kunderna vill ha, och tillåts de vara med i företagets utveckling? En bra ledning har gjort analysen. En dålig har det inte.

Talang, skicklighet, inställning, attityd, kultur och värderingar spelar en allt viktigare roll för företagens förmåga att bli och förbli framgångsrika. Det kokar ned till människor, helt enkelt. Hur bra strategier eller intentioner du än har, är det människor som ska genomföra dem. Enligt några av landets mest framgångsrika ledare (som jag intervjuade i boken ”Ledstjärnor – 57 kvinnor om ledarskap”, Natur och Kultur 2004) handlar det om att skapa en gemensam vision och inriktning, sätta medarbetarna i centrum, fokusera på väsentligheter istället för att detaljpeta, och kommunicera enkelt och tydlig.

När Stora Enso analyserade framgångsfaktorer och vad som gör medarbetarna långtidsfriska – i motsats till långtidssjuka – (”Långtidsfrisk”. A Lugn et al., Ekerlids Förlag) fann man att det handlade om att ha en medveten organisation med tydliga mål, en kreativ miljö, ett konsultativt ledarskap och ett öppet arbetsklimat. Det vill säga ledarskap och kommunikation.

Kommunikation och ledarskap är helt avgörande. När jag var kommunikationsdirektör på Ericsson Telecom AB vände vi nedläggningshot och storförlust till miljardvinst och ökad försäljning till 37 miljarder, genom att radikalt förändra just ledarskapet och kommunikationen.

Företag måste ta det kommunikativa arbetet på betydligt större allvar än vad man gör idag. Det handlar inte om loggans millimeterplacering, färgglada broschyrer och att skicka så många pressreleaser som möjligt. Utan om att koppla kommunikationen med det som bidrar till organisationens framgång och långsiktiga överlevnad. Om att skapa mening och bygga förtroende. Det räcker inte med att ha världens bästa strategier, om de som ska göra jobbet – medarbetarna – inte förstår dem eller hur de själva bidrar till helheten. Faktum är att allt som ett företag gör kommunicerar, påverkar folks uppfattning och bygger varumärket. All kommunikation måste hållas ihop, oavsett om det handlar om intern kommunikation, massmediekontakter, digital strategi, public affairs, reklam, mässor, analytikerrelationer, hållbart ansvarstagande eller sponsring.

Om företagen utvecklar ledarskapet och kommunikationen samt jobbar betydligt mer professionellt med de strategiska frågorna än vad man gör idag, kan jag garantera att Sveriges konkurrenskraft kommer att stärkas.

Källa: SvD.se, augusti 2015
Av: Ulf Hall
Om skribenten: Ulf Hall är chef för Externa relationer och Kommunikation på Stiftelsen för kunskaps- och kompensutveckling, med 20 års erfarenhet av ledande positioner inom stora multinationella börsbolag, i mindre och i eget företag

– Vill Du diskutera hur ni kan utveckla ledningsgruppens arbete? Tveka inte att ta en direktkontakt med mig här.
– Vill Du / ni delta i 3Ss svenska LedningsgruppsBarometer? Kontakta oss här.
– Hur fungerar ert styrelsearbete? Och var finns den största potentialen till utveckling? Lagercrantz Associates hjälper Dig / er att finna ut.

Hur ofta använder vi mobiltelefonen?

Posted in Aktuellt, Allmänt, Technology on augusti 11th, 2015 by admin

Svar: Varannan minut använder vi mobilen!
Konsumenter i åldrarna 15-24 år använder sin mobiltelefon i snitt 387 gånger under en dag.
Personer som är äldre snittar runt 264 gånger, enligt en ny undersökning.

Hela artikeln här.

Developing and implementing a breakthrough strategy

Posted in Uncategorized on augusti 11th, 2015 by admin

Do you really need one of the big-name, expensive consulting companies to help you develop and implement a breakthrough strategy? I don’t think so. Our experience suggests that with the right leadership and with the right process, a company can accomplish repeated cycles of business acceleration and breakthrough results. And you can achieve these breakthrough results utilizing the ideas and efforts of the people who know your customers and business best…your own team.

So what does that “right process” for achieving breakthrough look like? Well, here is a high level description of the steps in such a process:

– Pull together a team of cross-functional senior leaders to serve as the core team that will own the initial breakthrough initiative with each member holding themselves personally accountable for the achievement of the desired results. The core team should also include a few “out of the box” thinkers and personnel who work directly with your customers.

– As a team, recognize and honor the past accomplishments of the organization and how the company got to where it is today. But then “let it go.” Also,implement B ensure that everyone on the team shares a common understanding of the current state the business – outlook based on current plans and actions, challenges, issues, etc. It’s also important to understand the current level of employee engagement in the organization. In particular, to what extent do personnel feel they are being given the chance to contribute to the company’s success and are being recognized for their efforts? Now it’s time for the team to turn its attention to the future and its many possibilities.

– The team should then develop a “declaration” of a future state for the company and organization that everyone on the team is willing to personally commit to achieving. It should describe a company that every one feels they will be excited and proud to be working in and one they will be highly motivated to bring into being. That desired future state should represent a true “breakthrough” for the company…one with business results beyond what the group has considered possible based recent performance and historical best performance.

implem A– In order to measure progress in moving toward declared future state, the team should next develop and align on a quantified “breakthrough goal. The metric for this goal should be one that can be measured on an ongoing basis without significant effort, for instance, year-on-year sales growth or gross profit. The specific goal (the number that goes with the metric) should represent a performance level well beyond what has previously been achieved but a level that is clearly not impossible (“pie in the sky”.)

– A characteristic of true breakthrough goal is that initially you have no idea how it will be accomplished. Ensuring the true alignment to a breakthrough goal of the entire team is the most critical and typically the most difficult part of the process. This is done with a “facilitated conversation” led by someone who has been specifically trained in conducting it.

– Having declared the future state that everyone wants to be in (“the what”) and aligned on a breakthrough goal in order to know when you get there, it’s time to “work back” from that future state step-by-step and identify the actions that will bring that future state into existence (“the how”.) In order to develop that action plan to achieve the breakthrough goal, you will tap into the “gold mine” of ideas from everyone on the team. With properly facilitated, rapid-fire brainstorming focused on achieving the breakthrough goal, 300-400 ideas for action can typically be generated by a group of 25-30 team members. After a read-through of all the ideas to ensure full awareness and understanding of the team, the ideas are quickly grouped into 10-20 themes or idea territories.

– Using an anonymous voting approach, the team should then quickly prioritize the idea categories against appropriate criteria. One of the criteria should always be “impact on the breakthrough goal” i.e. the greater the impact on the breakthrough goal, the higher that category of ideas should be scored. The idea categories can then be ranked from highest scoring to lowest scoring. The team can then decide how many of the highest scoring categories of ideas to move forward on taking into consideration the capacity of the organization and the resources available. Typically, the top 3 -4 idea categories are chosen to proceed to the next stage of the process.

– At this point, leaders and initial project team members are assigned to each of the chosen idea categories. Typically, the people who volunteer or implement Care assigned to these “greenhouse” projects are from the breakthrough core team. Other members on each project team can be added as needed. These teams will be responsible for reviewing the ideas that were submitted in their respective categories, develop a project charter, and assess the potential of the proposed project on the breakthrough goal. Assuming the project is “approved” by the steering committee for the breakthrough initiative, the team proceeds with implementation with the full support of the breakthrough initiative leader and steering committee. It is critical that the leaders and team members accept personal accountability for development and implementation of these projects.

With the right planning and process facilitation, all of the above steps can be effectively completed in a two day workshop. It is also critical that the breakthrough initiative leader and core team be competent in a particular set of skills that are critical to breakthrough leadership and working together on accomplishing breakthrough. Some examples are “Generous Listening, Leveraging Context and The Conversation for True Alignment.” With the right support, resourcing and phasing of the breakthrough projects, initial impact on the breakthrough goal is typically seen within 100 days of project start.

Source: Linkedin.com, March 2015
By: Sam Monaco