Flemming Poulfelt

1. Fremtidens vindere
– et ledelsesperspektiv!
Flemming Poulfelt
9.november 2010
poulfelt@cbs.dk

3. Vinderformlen?
Aggressivt afventende? Aggressivt udfarende

4. Hvad betyder krise (på kinesisk)…?

5. Halvtom eller halvfyldt??

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

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

8. 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

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

10. 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

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

12. ”... 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!

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

14. 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

15. ‘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.

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

17. 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

18. 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