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BI-Stavanger Forretningsutvikling Bernt Arne Breistein Hvordan får du forretningsideen til å fungere?

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Presentasjon om: "BI-Stavanger Forretningsutvikling Bernt Arne Breistein Hvordan får du forretningsideen til å fungere?"— Utskrift av presentasjonen:


2 BI-Stavanger Forretningsutvikling Bernt Arne Breistein Hvordan får du forretningsideen til å fungere?

3 Agenda Forretningsutvikling Ledelse Strategi Mennesket Organisasjon/Teamet “Måle at vi gjør de rette tingene” Breistein

4 “It is not the strongest species that survive, not the most intelligent, but the one most responsive to change” Charles Darwin Breistein

5 Forretnings utvikling Breistein

6 Ledelse Breistein

7 EMPLOYEES SHOULD HAVE MANAGERS WHO ARE: •Predictable •Humble •Encourage diversity •See the employee •Establishes a culture where managers and employee encourage each other to succeed •Wish each other the best •Have time to listen •Encourage self development Breistein

8 WHY DO MOST PEOPLE RESIGN FROM THEIR JOB? It is not because they are unhappy with their pay or a lack of career opportunities. The problem is…… “incapable managers” Source: Chartered Institute of Personnel and Development Breistein

9 “circle of pride” Attract the right people, retain the right people Business results Environmental hygiene factors Compensation & benefits Coaching development and career plan Performance management/ feedback Pride amongst existing and new people Leadership/ Management/ Communication Breistein Kilde: Breistein

10 MANAGEMENT DEVELOPMENT PROGRAMME Self awareness Leading others Performance management Recruitment and selection Induction and reward Difficult issues Breistein

11 MANAGEMENT DEVELOPMENT ROUTE MAP WHO AM I AS A MANAGER? WHAT IS MY VISION TO IMPROVE MY MANAGEMENT SKILLS HOW DO I ACHIEVE IT? HOW DO I MANAGE MYSELF AS A MANAGER? (how do I develop myself as a person and a leader?) (what do I hope to achieve as a manager?) (how do I make it happen?) (self awareness) Breistein

12 BUILDING A CONTRACT WITH MYSELF If you don’t know where you are going you’ll probably end up somewhere else Contracting is a process of clarifying objectives and making agreements. A contract focuses on what we want, what we are prepared to do and what we expect from the other party Breistein

13 Existing model of Leadership Question: How can our current leadership model be described and is it appropriate given our challenges? The leader’s singular job is to GET RESULTS How they go about it is more difficult to define. Effective leadership eludes many people and organisations. It is complex, intangible and will require a different approach in different situations. What can we learn from the academic research into effective leadership? Breistein

14 Leadership Research Leadership models of the 50’s and 60’s were adopted to help organisations cope with increasing complexity and to become more efficient and effective. However, they offer little help in coping with the turmoil and constant change that has been with us since the 1980’s. For most modern leadership writers this marks the change from ‘management’ to ‘leadership’. Additional, different characteristics need to be developed to ensure success in these turbulent times. Breistein

15 Leadership Research “Management deals with complexity whereas leadership is about coping with change. Management brings order and consistency to complex organisations involving planning and budgeting. Leadership is about setting direction, developing a vision of the future and strategies for achieving the vision. Management is about controlling and problem solving, and leadership about motivating and inspiring. Management involves a few key processes: •Planning •Budgeting •Organising People and Activities •Controlling Most organisations are over managed and under led.” John Kotter (Harvard Business School) Breistein

16 Leadership Research “The manager administers; the leader innovates The manager maintains; the leaders develops The manager focuses on systems and structure; the leader focuses on people The manager focuses on control; the leader inspires trust The manager asks how and when; the leader asks what and why The manager does things right; the leader does the right thing” Warren Bennis (University of Southern California) Consider another view…... Breistein

17 Leadership Style New research from Hay/McBer (US consulting firm) found six distinct leadership styles. Each style used individually has a unique and direct impact on the working atmosphere and on financial performance. Importantly, leaders with the best results do not rely on one leadership style and will use most of them depending on the situation. Two of them have a negative overall impact on climate, but are valid styles when used for short periods of time in particular circumstances. Breistein

18 Developing a new leadership model Over the last twenty years, successful leaders have had to develop new behaviours to lead people through complexity,turbulence, ambiguity and unpredictability. Researchers have now termed these behaviours Transformational Leadership. Breistein

19 Transformational Leadership The Transformational Leadership model consists of twelve dimensions of leadership organised into three clusters: Leading and Developing Others •Valuing individuals •Enabling •Being accessible •Encouraging change Personal Qualities •Acting with integrity •Resolving complex problems •Inspiring people •Being entrepreneurial Leading the organisation •Networking •Focusing effort •Building shared vision •Facilitating change Breistein

20 Vision, Mission, Strategy Breistein

21 Vision * Guiding star * Motivation * Commitment * Direction * Co ordination ”Put a man on the moon” Kennedy WHERE Breistein

22 Mission * What demands to service * What do we offer * Who to service * How do we become successful WHAT “SAS - the businessman`s Airline” Breistein

23 What is Strategy? Breistein

24 Strategi - veivalg If you don`t know where you`re going any road will take you there Breistein

25 Vision Objectives Strategies Action plan Business results Where do we want to be? What do we want to achieve How do we achieve it? Who does what and when? Breistein

26 What is Strategy? •Strategy is to choose and to give priority to alternatives. •Strategy is to know what to do. •”Strategy is to choose which road you want to drive” J. Randers •Strategy is not like lotto, but more like chess or poker •Strategy as a coherent, unifying and integrative pattern of decisions •Strategy is a training programme to become a winner Breistein

27 •Strategy as a mean of establishing the organisational purpose in terms of its long term objectives, action programs, and resource allocation priorities. •Strategy as a definition of the competitive domain of the firm. •Strategy as a response to external opportunities and threats, and internal strengths and weaknesses, in order to achieve competitive advantages •Strategy as a channel to differentiate managerial tasks at the corporate, business and functional levels What is Strategy? Breistein

28 Objective vs Employee? •Do the employee know what and which objectives his or her position shall fulfil? •It can be difficult to see where your own position fits to the big picture. Breistein

29 Vision Objectives Strategies How do you translate this into their everyday job? Breistein

30 How do you translate Vision and Objectives to peoples everyday job?? Individual Objectives Performance review Monitoring and Feedback Vision/ objectives Breistein

31 Goal Vision Strategy Competence Culture Structure Leadership Systems Resources Time/ Progress How do we manage to pull the organisation in the right direction? Competence Culture Structure Leadership Systems Resources Goal Vision Strategy Kompetanse Kultur Struktur Lederfunksjon Systemer Ressurser Strategy vs. Implementation Breistein

32 Implementation? •Quite often do we forget to organise the implementation. •Which obstacle could we expect? •How will the culture support not support the change? •Who will support this and who wont? •Listen to what people say (what de really say) •Inform the change •Listen (how did they react) •It is important that the negative forces are identified and that we manage to turn them into a positive approach to the change Breistein

33 Strategi - tverrfaglig Strategi Organisasjonspsykologi Markedsføring FoU ITPersonal Ledelse Økonomi Administrasjon Breistein

34 Strategi vs organisasjon •I et strategisk perspektiv blir organisasjonen sett på som et virkemiddel, der det er viktig at den utformes slik at den støtter opp om den strategien som velges. •”Vår grunnleggende antakelse er at effektivitet oppnåes gjennom å lage samsvar mellom strategi, struktur, prosesser, belønninger og mennesker” Miles og Snow Breistein

35 Mennesket Breistein

36 Homo Nauticus •”Skippern med pipe, tatovering og ror- biceps representerer ikke lenger gjennomsnittet av den norske sjømann” •En modernisering og den teknolgiske utvikling i næringen har skapt nye behov. Dette har gjort det nødvendig med mer spesifikk kunnskap”. •”Rolf Sæther, Rederiforbundet Breistein

37 Platon: •”Det ville ikke være så vanskelig å være rettferdig om ikke menneskene var så forskjellige” Breistein

38 Kunnskapsmedarbeidere •Høy kompetanse innen eget felt. •Vanskelig å erstatte •Lojale overfor sin profesjon og kollegaer - mer enn arbeidsplass/selskap •Oppfatter seg selv som elite •Utgjør en vesentlig del av virksomhetens reell kapital. •Lar seg ikke kommandere •Utålmodige •Endringsvillige Breistein

39 Ansatte - mer selvbevisste - eller bare egoistiske? •Hjemme hadde jeg eget rom, egen TV, PC og kunne i stor grad gjøre som jeg ville…. •På skolen gikk det bra… •Det viktigste for meg nå er å realisere meg selv….” Breistein

40 0 = not important 5 - necessary Get the feeling that I am contributing with something important4,5 Get challenges and the feeling that I have a personal development4,2 Decide how the work should be done4,2 Get paid according to my results4 Know that the Company actively takes interest in my future3,8 Find the balance between work and spare time3,7 Rewarded in another way then just salary3,6 Be a part of a independent job team3,2 Get shares in the Company3,2 Get a mentor to advice my future carrier-steps3 Does not have to move2,6 Not to much travelling2,6 Possibility to work out of station2,3 Have the opportunity to move1,8 Employees of today our most valuable assets Source: Korn/Ferry Population: 220 MBA students from 30 countries. Breistein

41 Motivasjon av kunnskapsmedarbeidere •Undersøkelser viser at motivasjon av denne type nøkkelpersonell byr på nye utfordringer, og følgende står sentralt: •Selve arbeidet –utfordringer, meningsfylte oppgaver, dialog og medvirkning, utviklingsmuligheter, tilbakemelding •Nyttig og ny teknologi •Icentiver Breistein

42 Teamet Breistein

43 ”Vi kaster ut det gamle, og finner på noe helt nytt!” ”Vi går ut og får med oss flere entu- siaster på det!” ”La oss se hvor- dan vi kan få det til å virke!” ”Vi setter mål, organiserer oss og lager handlings- planer!” ”Nok prat - nå skrider vi til verket!” ”Er det verd å gjøre, er det verd å gjøres skikkelig!” ”Vi må huske hva vi står for, og støtte hverandre i det!” ”La oss se på alle aspekter før vi tar en beslutning!” Teamrollene: Hva de tenker - og kanskje sier...... Kilde: Optimas

44 Måle at vi gjør de rette tingene Breistein

45 Performance management Strategi Måle- parametre Rapportering Analyse Handlingsplaner Incentiver Arbeids- prosesser Finansielle data Operasjonelle data Konsolidering Kilde: Andersen ” Gjøre de rette tingene”” Gjøre ting rett” Breistein

46 Means 500 pointsResults 500 points Leadership 100 points Policy and strategy 80 points People management 90 points Resources 90 points Processes 140 points Customer satisfaction 200 points People Satisfaction 90 points Impact on society 60 points Results 150 points EFQM-model Breistein

47 Our Research Has Identified Four Barriers to Strategic Implementation Today’s management systems, built around the budget, were designed to meet the needs of stable organizations that were changing incrementally You Can’t Manage Strategy With a System Designed for Tactics Only 5% of the work force understands the strategy 60% of organizations don’t link budgets to strategy Only 25% of managers have incentives linked to strategy 85% of executive teams spend less than one hour per month discussing strategy 9 of 10 companies fail to execute strategy The People Barrier The Vision Barrier The Management Barrier The Resource Barrier Breistein Source: Kaplan

48 The Performance Management Cycle Communicate Business Objectives / Agree Individual Objectives Monitor Performance / Coach / Solve Problems Evaluate and Review Performance Link Evaluation to other People Processes Determine Business Objectives & Targets Plan and Develop Performance START HERE Annual Performance Management Cycle Breistein

49 Performance Review Meeting Previous objectives Review Feedback Discussion Planning Agreement Review Feedback Discussion Planning Agreement PERFORMANCE REVIEW MEETING Self-review Performance data Behavioural observations Development action Contextual information Shared view New objectives Development plans Career expectations Motivation Assessment of performance INPUTS OUTPUTS Breistein

50 Strategic control Test the Vision ”Strategic Fit” Change in course? Adjustment? External analysis market technology Environment Internal analysis functions/resources objectives and strategies Company Culture Implementation culture structure managers systems Breistein

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