ledelse i 10´erne – morgendagens vindere!
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Ledelse i 10´erne – morgendagens vindere!. Flemming Poulfelt 14.april 2011 [email protected]. 6 udfordringer i procesindustrien. Fastholde og få væksten op i gear. I vækst ( igen )………………. - PowerPoint PPT PresentationTRANSCRIPT
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6 udfordringer i procesindustrien
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Fastholde og få væksten op i gear
I vækst (igen)……………….
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Afbalancere spørgsmålet om fremtidig produktionslokation
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Allokering af ressourcer til R&D
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Fokusere på de miljømæssige indsatser
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Arbejde med at styrke industriens image
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Fastholde og tiltrække de rette personer
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M&A modellen
M: Mindset
A: Ageren
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Mindset
“The world has changed but the mindset of managers has survived in a world that no longer exists.”
From Funky Business
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What’s good for General Motors…
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Mindset
”There is no reason for any individual to have a computer in their home”
Ken Olsen, CEO i DEC
”All the best things that I did at Apple came from (a) not having any money and (b) not having done it before”
Steve Wozniak, tdl. CEO i Apple
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Mindset
”As Vodafone has a premium brand, we are also allowed to charge a premium price.”
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Mindset
What Is the Key to Nokia’s Success?
“Why have we been a successful company? If you
want a very simple answer, it is getting the balance
right between innovation and execution.
In a technology business, you need a tremendous
innovation but with these volumes and
amount of innovation, growth, you need to execute or
it will kill you. So it is balance. I think we have done that better than anybody else.”
Jorma Ollila, CEO of Nokia
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Huawei is a leading global telecommunications solutions provider with long-term partnerships with operators around the world.
Men nye konkurrenter dukker op……
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”... The challenge will be to marry radical innovation with disciplined execution – to merge efficiency of a Toyota production line with the radical innovation of Silicon Valley, to blend diligence with curiosity. To be a grey-haired revolutionary, a company must be systematic and spontaneous, highly focused and opportunistic, brutally efficient and wildly imaginative”.
Gary Hamel
Udfordringen!
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Bryd ud af den konventionelle strategiske tænkemåde!
Disruption: Breaking the Rules of Conventional Strategy Thinking!
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GE is Disrupting Itself!
For decades GE has sold modified Western products to emerging markets. Now, to preempt the emerging giants, it’s trying the reverse.
Harvard Business Review, October 2009
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‘Reverse Innovation’
Typiske forudsætninger om globalisering:
1. Udviklingslande vil stort set udvikle sig på samme måde, som de etablerede økonomier har gjort.
2. Produkter som adresserer udviklingslandenes særlige behov kan ikke sælges i de industrialiserede lande, da de ikke er gode nok.Disse punkter kan udfordres. GE gjorde det og udtænkte ‘reverse innovation’ som en ny mulighed.
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Blue Ocean Red Ocean
Imitator
•Ryanair
•Saxo Bank
•Saxo Bank
•Ryanair
•Huawei
•Lego
•Lego
Innovator•Huawei
Strategisk positioning
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Fremtidens vindere
• Tænke muligheder− Evne at se ting på nye måder/kombinere viden & personer
• Sikre retningen− Lægge en kurs, men med manøvremuligheder
• Håndtere kompleksitet og dilemmaer− Oversætte til operationel funktionalitet
• Sikre et effektivt forandrings DNA– Udvikle flytbarhed mentalt og fysisk
• Håndtere ‘co-creation’ og ‘co-optition’– Forny samarbejdsrelationer til kunder, leverandører og konkurrenter
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Fremtidens vindere
• Kunne agere ‘global’– Diversitet som drivkraft
• Være digitalt kompetente– Udnytte teknologien til at forbinde stakeholders
• Udvise anvarlighed i hele værdikæden– Demonstrere CSR eller måske snarere CSV (‘Creating Shared Value’) i praksis
• Udvikle mennesker– Skabe mening, motivation, passion og udfordringer
• Demonstrere kreativt lederskab– Fokus på disruption og fornyelse i forretning og organisation
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Fremtidens vindere