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Ledelse i 10´erne – morgendagens vindere!

Ledelse i 10´erne – morgendagens vindere!. Flemming Poulfelt 14.april 2011 poulfelt@cbs.dk. 6 udfordringer i procesindustrien. Fastholde og få væksten op i gear. I vækst ( igen )……………….

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Ledelse i 10´erne – morgendagens vindere!

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  1. Ledelse i 10´erne – morgendagens vindere! Flemming Poulfelt 14.april 2011 poulfelt@cbs.dk

  2. 6 udfordringer i procesindustrien

  3. Fastholde og få væksten op i gear I vækst (igen)……………….

  4. Afbalancere spørgsmålet om fremtidig produktionslokation

  5. Allokering af ressourcer til R&D

  6. Fokusere på de miljømæssige indsatser

  7. Arbejde med at styrke industriens image

  8. Fastholde og tiltrække de rette personer

  9. M&A modellen M: Mindset A: Ageren

  10. Mindset “The world has changed but the mindset of managers has survived in a world that no longer exists.” From Funky Business

  11. What’s good for General Motors…

  12. 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

  13. ”As Vodafone has a premium brand, we are also allowed to charge a premium price.” Mindset

  14. 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

  15. Men nye konkurrenter dukker op…… Huawei is a leading global telecommunications solutions provider with long-term partnerships with operators around the world.

  16. Udfordringen! ”... 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

  17. Bryd ud af den konventionelle strategiske tænkemåde! Disruption: Breaking the Rules of Conventional Strategy Thinking!

  18. 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

  19. ‘Reverse Innovation’ Typiskeforudsætningeromglobalisering: • Udviklingslandevilstort set udvikle sig påsammemåde, som de etableredeøkonomierhargjort. • Produktersomadressererudviklingslandenessærligebehovkanikkesælgesi de industrialiseredelande, da de ikkeergodenok. Dissepunkterkanudfordres. GE gjordedet og udtænkte‘reverse innovation’ som en nymulighed.

  20. Strategisk positioning Innovator • Huawei • Lego • Saxo Bank • Ryanair • Lego Blue Ocean Red Ocean • Huawei • Saxo Bank • Ryanair Imitator

  21. 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

  22. 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

  23. Fremtidens vindere

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