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Flemming Poulfelt
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Vinderformlen?
Aggressivt afventende? Aggressivt udfarende
Hvad betyder krise (på kinesisk)…?
Halvtom eller halvfyldt??
M&A modellen
M: Mindset
A: Ageren
Mindset
“The world has changed but the mindset of managers has survived in a world that no longer exists.”
From Funky Business
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
Mindset
”As Vodafone has a premium brand, we are also allowed to charge a premium price.”
Mindset
What Is the Key to Nokia’s Success?“Why have we been a successful company? If youwant a very simple answer, it is getting the balanceright between innovation and execution.In a technology business, you need a tremendousinnovation but with these volumes andamount of innovation, growth, you need to execute orit will kill you. So it is balance. I think we have done that better than anybody else.”
Jorma Ollila, CEO of Nokia
Huawei is a leading global telecommunications solutions provider with long-term partnerships with operators around the world.
Men nye konkurrenter dukker op……
”... 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!
Bryd ud af den konventionelle strategiske tænkemåde!
Disruption: Breaking the Rules of Conventional Strategy Thinking!
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
‘Reverse Innovation’
Typiske forudsætninger om globalisering:
1. Udviklingslande vil stort set udvikle sig på samme måde, somde etablerede økonomier har gjort
2. Produkter som adresserer udviklingslandenes særlige behovkan ikke sælges i de industrialiserede lande, da de ikke ergode nokDisse punkter kan udfordres. GE gjorde det og udtænkte‘reverse innovation’ som en ny mulighed.
Blue Ocean Red Ocean
Imitator
•Ryanair
•Saxo Bank
•Saxo Bank
•Ryanair
•Huawei
•Lego
•Lego
Innovator•Huawei
Strategisk positioning
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
Fremtidens vindere
• Kunne agere ‘global’– Diversitet som drivkraft
• Være digitalt kompetente– Udnytte teknologien til at forbinde stakeholders
• Udvise anvarlighed i hele værdikæden– Demonstrere CSR i praksis
• Udvikle mennesker– Skabe mening, passion og udfordringer
• Demonstrere kreativt lederskab– Fokus på disruption og fornyelse i forretning og organisation
