H. Igor Ansoff : Product-Market Matrix

1. H. Igor Ansoff: Product-Market Matrix New Product Development Diversification Product Market Development Market Penetration Current Current New Market

2. Hubert Saint-Onge: Learning and Change Matrix High Restlessness Target Zone Learning Mayhem Functional Low Low High Change

3. The John Whitmore Model, The right goal

4. Strategisk management Vision, værdier og forventninger • Strategi- • formulering • Alternativer • Vurdering • og valg Police og forretningsorden Formål og målsætning Mission • Situationsanalyse • Omgivelser: • muligheder og • trusler • Organisations- • ressourcer og • kvalifikationer Strategi- implementering og planlægning Strategisk kontrol Hvorfor? Hvad? Hvordan? Retningslinjer

5. Myers-Brigss Type Indicator

6. Stakeholderkort Legitimitet Magt Passiv Stakeholder Diskret Stakeholder Dominerende stakeholder Definitive Stakeholder Farlige Stakeholder Afhængige Stakeholder Krævende stakeholder Presserende behov

7.  Belbins teamroller Menneskelige roller Beslutningsroller Afslutter Holdkammerat Ressource- opdager Udfører Koordinator Opfinder Skaber Specialist Overvåger Intellektuelle roller

8. Mechanistic vs. Organic Managementstyle Mechanistic Organic Specialized differentiation and definition of tasks in the organization Hierarchical supervision and reconciliation of problems Precise definition of job responsibilities, methods, rights and obligations. (Perceived) location of superior knowledge at the top of the hierarchy. Vertical interaction of individuals between subordinate and superiors. Insistence on loyalty to organization and obedience to superiors. More prestige attached to job than to general knowledge, experience and skills. Contributive nature of special knowledge to the total concerns of the total concerns of the organization. Redefinition of tasks and responsibilities through interaction with others. Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty. Network structure of control, authority and communication. Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue. Lateral, rather than vertical, direction of communication. Communication consists of information and advice rather than instructions and decisions.

9. Broad consensus No consensus No consensus Broad consensus The Four Types of Cooperation Tools  Religion  Charisma  Folklore  Rituals  Vision Culture Tools Leadership Tools  Salesmanship  Tradition  Role modelling  Demorazy Extent to which people agree on what they want  Apprenticeship  Negotiation  Strategic planning • Financial incentives  Role definition  Transfer pricing • Measurement systems Power Tools • Hiring and promotion Management Tools  Fiat • Control systems  Threats • Standard operating procedures  Coercion  Training Extent to which people agree on cause and effect

10. Secure users Vulnerable users Entrenched Average Shallow Convertible Open non-users Unavailable non-users Available Ambivalent Weakly Strongly The Conversion Model of Brand Loyalty Your brand Floating voters Competitive brands

11. Thinking outside the box Innovations- feltet NY KAOS ORDEN GAMMEL

12. The AI Model KONSTRUKTIV ”Ja, og …” ”Nej, fordi …” NEGATIV POSITIV ”Ja, men …” ”Nej!” DESTRUKTIV

13. Statusmodellen EGOISTISK Nouveau riche Børn af rige forældre Brugt på … Vinderne findes på denne side TJENT ARVET Tjent på … Gamle penge Green SUV’ers ALTRUISTISK