Archive for the ‘Business development’ Category

We humans are programmed to be cooperative. When we’re not, it’s often an indication of that something isn’t right. To start off – buildings and rooms should talk the language of “collaboration”. How?

Open area in the middle – often a stove place in old cottages.

Social areas that are designed for meetings – like coffee machines

Paper and crayons – nothing talks to our creative and collaborative mind as drawing and sketching

Being a freelancer, mostly at my customers site, I gave up having an office years ago. I now reside mostly at cafes and hotel lobbys. Hotels bring something more: fresh ideas from the outside. More on that in another post…

What’s your take on this?

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How would you rate your IT Dept? Are they

Really up to date – surfing on the waves of the latest tech?
Are they “pretty good” at answering demands?
Are they passive, not listening to your needs?
Are they defendant, explaini g why it can’t be done?

Today, no business development is possible unless your IT Dept is really on their toes. To make this happen, a basic demand is the CIO should be part of the Management Team, and at least one IT/Internet expert on your board.

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I was so inspired by the feedback on my simple hints on a few things to do to bring the happiness of vacation to work. So, here’s some more: I’ll try and limit myself to bring out only ONE area each from the LUCK Concept:

L – for Lean Leadership:
Try and use the “No Blame” philosophy. What ever happens – I prefer action to ignorance. This is sometimes misinterpreted as “supporting sabotage” – but nothing is more distant. By accepting misstakes we vaccinate our people with trust: trust to act. Trust to think. And the team to correct if needed. But never hiding misstakes in fear of “getting caught”. By finding faults – we can improve even more.

U – Unifying Communications:
Sharing what’s happening. Actions in organizations sometimes fall into “actions in islands”. We need to know that more are doing the same, and know of their experiences.  – channels being the intranet, microblogs that travels, pictures, videos (preferably streaming, to be shared)

C – Coaching Leadership:
Learning to SEE (in Lean) what actions and behaviours that create our results. Excel in releasing suitable feedback to support your staff – as well as excel in receiving it.

K – Cognitive reactions in this internetified times:
How to avoid fast response defensive, flight and attack reactions. Primarily as they block the responsible dialog and results.

More on the concept: www.luckconcept.com

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While planning for assignments this fall a few items surface – and we can bring some of the relaxation from our vacations:

Meetings: keep the smile – and start on time and LISTEN!

Presentations: keep the warmth – and include dialog breaks and LISTEN!

Change management: use the forward motion – involve your staff in goalsetting. And LISTEN.

Let’s make 2012-13 the fiscal year of Dialog!

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I love my customers. Always have. But sometimes I’d love some of them to dare just a little bit more. To take another a step out to the unknown. Try some new stuff. However good we know new use of technology, no matter how clearly it visualizes – most people hesitate.

To get further – Pictures, videos and blogs are essential. And role models. In most large organizations information flows way to slowly. Worse, change management halters. Good intentions stay in people’s heads and minds and never reach reality.

What’s needed? As human beings we nned to know we’re not alone. Nobody wants to take the first step. But you’d be surprised how many think your way. But – you’ll never now if you don’t communicate!

You’ll see a number of tipping points where all of this tips over and things start happening in a new way. And you just MAY regret you weren’t earlier.  If things are too slow at work, why not find new role models? If you think photos and videos are still not utilized at work – what about “augmented reality“?

What’s AR – Augmented Reality – getting access to the information you need. When you need it. Where you need it. In the shape you need it. Text, stats, sketches, drawings, photos, video… Why not have a look at what IKEA is doing? IKEA prints and ships 210 million copies of their catalog annually.


It’s a great manner to get a free ride into revolutionizing ways to use data.

Imagine the ease to Mother Nature as the catalog goes digital – imagine the release on CO2 emissions less shipped paperware. And – as we get used to using their improved catalog – are you ready to dare some of this at work?

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If I run a Start-up today – how can I be sure we’re not run over by a plug-in in a browser five years from now? Well, basically – I can’t! However we tend to look too one-dimensional at services and products. You may protect your business by means of a smart Eco System. How YOUR ES needs to look is your business, but let’s start by saying “Be close to your customer”. Make sure that they really get all benefits with your offerings. Communicate a lot, spread cases regularly. Things that are simple and natural to YOU are not always that to your customer, as they’re occupied with THEIR core business.

YOUR learnings about your own offering Eco System will flourish when you spend time with your customer.

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Nokia may be on the decline – but not all employees go down with the ship – if it sinks (there may still be time). Some former employees of Nokia are breaking loose and putting their bets on a high-end market smartphone. The Jolla.

It’s a very interesting move – from several perspectives:

* Entrancy tickets are cheaper than in the 90’s and 00’s
* They need to belong to an eco system
* Users won’t settle with anything else than an excellent User Interface

More on Forbes on this.

What’s your take on this?

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Now a day after the completion of the Enterprise 2.0 conference (from now on “E2”) things are slowly coming to a level possible to grasp. Some of the areas I will cover the next couple of days include:

Race against the Machine
Reverse Mentoring
The meaning of Big Data – even for the sole entrepreneur
Visualization of Big Data
Game Dynamics and Gamification

I’m looking forward to interacting with you on this!

Johan – currently in Boston, MA

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Get ready!!! All too many people tell me “well, we’ll dive into lean and other improvement strategies if you start showing red”. Well, sorry – that’s gonna be FAR too late. Just like the universe – the pace of development is not slowing down. Despite economical crisis (and there are GOOD reasons there IS a crisis) development does not by far slow down.

And more and more corporations and organisations are getting the mechanisms of transparency! Now, that’s nothing new – chefs all over the world have shown transparency pays off! Used to be filthy places where your food was prepared – Is: clean places – the Hotel Anglais in Stockholm, Sweden even replaced their back wall with a huge glass screen!

Check this story on Nike on processexcellencenetwork.com and consider if there’s anything here for you to learn?

The article claims improvements include:

50% reduction in defect rates
40% faster lead times
20% improvement in productivity
30% reduction in time taken to introduce a new model “

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Soooo many organisations asking questions refer to “the blame game” in their organisations, making it more important to be prepared for the attack than being forgiving and – creative! Why is “No Blame” SO important in Lean organisations? Well, they’ve discovered that if you are allowed to make misstakes you are more likely to take correct decisions.

The reasons are evident: our brain contains since millions of years means and functions to protect ourselves – physically as well as mentally. But – this machine is built for a hostile environment in the past, an environment few of us meet daily. (And should we do so – do not worry – the protective system starts in microseconds!)

So – train yourself in shaping a “no blame” culture. If we excercise often, soon it’s a normal behaviour of yours.

How?Before blamining – ask for their reason. Search for several solutions. And if you’re a manager – excercise delegating to a higher degree.
Less motivated staff? Check their view of your common targets and goals. Are they understood? triggering? Increase involvement, follow up more often (but in a no-blame-manner)

So, what do you think about this?

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