BI-Stavanger Forretningsutvikling

Presentasjon om: "BI-Stavanger Forretningsutvikling"— Utskrift av presentasjonen:

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

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

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

4 Forretnings utvikling
Breistein

5 Ledelse Breistein

6 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

7 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

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

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

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

11 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

12 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

13 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

14 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

15 Leadership Research Consider another view…...
“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) Breistein

16 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

17 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

18 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

19 Vision, Mission, Strategy
Breistein

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

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

22 What is Strategy? En utarbeidet strategi skal forene virksomhetens visjon med eksterne og interne forutsetninger. Strategiarbeid er på mange måter en bevisstgjøringsprosess omkring muligheter og trusler, styrker og svakheter. Bevisstheten kan være rettet mot omverdenen eller virksomhetens organisasjon og indre liv. Begrepet strategi - mange ord, brukt om mye. Er ordet sløvt, blir tanken sløv Begrepet strategi kan være vanskelig å definere på en kort og eksakt måte. Gøran Roos sier at Strategi er en prosess der prosessen er mer verd enn resultatet. (plans are nothing, planning is everything) Peter Lorang tidligere rektor ved BI definerte det veldig enkelt ved at han sa at Strategi er veivalg Strategi er en topplederoppgave Breistein 1

23 Strategi - veivalg If you don`t know where you`re going any
road will take you there Breistein Breistein 3

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

25 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 En utarbeidet strategi skal forene virksomhetens visjon med eksterne og interne forutsetninger. Strategiarbeid er på mange måter en bevisstgjøringsprosess omkring muligheter og trusler, styrker og svakheter. Bevisstheten kan være rettet mot omverdenen eller virksomhetens organisasjon og indre liv. Begrepet strategi - mange ord, brukt om mye. Er ordet sløvt, blir tanken sløv Begrepet strategi kan være vanskelig å definere på en kort og eksakt måte. Gøran Roos sier at Strategi er en prosess der prosessen er mer verd enn resultatet. (plans are nothing, planning is everything) Peter Lorang tidligere rektor ved BI definerte det veldig enkelt ved at han sa at Strategi er veivalg Strategi er en topplederoppgave Breistein 1

26 What is Strategy? 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 Breistein

27 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. En utarbeidet strategi skal forene virksomhetens visjon med eksterne og interne forutsetninger. Strategiarbeid er på mange måter en bevisstgjøringsprosess omkring muligheter og trusler, styrker og svakheter. Bevisstheten kan være rettet mot omverdenen eller virksomhetens organisasjon og indre liv. Begrepet strategi - mange ord, brukt om mye. Er ordet sløvt, blir tanken sløv Begrepet strategi kan være vanskelig å definere på en kort og eksakt måte. Gøran Roos sier at Strategi er en prosess der prosessen er mer verd enn resultatet. (plans are nothing, planning is everything) Peter Lorang tidligere rektor ved BI definerte det veldig enkelt ved at han sa at Strategi er veivalg Strategi er en topplederoppgave Breistein 1

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

29 How do you translate Vision and Objectives to peoples everyday job??
Individual Objectives Performance review En utarbeidet strategi skal forene virksomhetens visjon med eksterne og interne forutsetninger. Strategiarbeid er på mange måter en bevisstgjøringsprosess omkring muligheter og trusler, styrker og svakheter. Bevisstheten kan være rettet mot omverdenen eller virksomhetens organisasjon og indre liv. Begrepet strategi - mange ord, brukt om mye. Er ordet sløvt, blir tanken sløv Begrepet strategi kan være vanskelig å definere på en kort og eksakt måte. Gøran Roos sier at Strategi er en prosess der prosessen er mer verd enn resultatet. (plans are nothing, planning is everything) Peter Lorang tidligere rektor ved BI definerte det veldig enkelt ved at han sa at Strategi er veivalg Strategi er en topplederoppgave Monitoring and Feedback Breistein 1

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

31 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 En utarbeidet strategi skal forene virksomhetens visjon med eksterne og interne forutsetninger. Strategiarbeid er på mange måter en bevisstgjøringsprosess omkring muligheter og trusler, styrker og svakheter. Bevisstheten kan være rettet mot omverdenen eller virksomhetens organisasjon og indre liv. Begrepet strategi - mange ord, brukt om mye. Er ordet sløvt, blir tanken sløv Begrepet strategi kan være vanskelig å definere på en kort og eksakt måte. Gøran Roos sier at Strategi er en prosess der prosessen er mer verd enn resultatet. (plans are nothing, planning is everything) Peter Lorang tidligere rektor ved BI definerte det veldig enkelt ved at han sa at Strategi er veivalg Strategi er en topplederoppgave Breistein 1

32 Strategi - tverrfaglig
Organisasjonspsykologi IT Personal Økonomi Markedsføring Ledelse Administrasjon FoU Breistein 22

33 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 38 24

34 Mennesket Breistein

35 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 75

36 Platon: ”Det ville ikke være så vanskelig å være rettferdig om ikke menneskene var så forskjellige” Breistein 79

37 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 77

38 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 76

39 Employees of today our most valuable assets
0 = not important 5 - necessary Get the feeling that I am contributing with something important 4,5 Get challenges and the feeling that I have a personal development 4,2 Decide how the work should be done 4,2 Get paid according to my results 4 Know that the Company actively takes interest in my future 3,8 Find the balance between work and spare time 3,7 Rewarded in another way then just salary 3,6 Be a part of a independent job team 3,2 Get shares in the Company 3,2 Get a mentor to advice my future carrier-steps 3 Does not have to move 2,6 Not to much travelling 2,6 Possibility to work out of station 2,3 Have the opportunity to move 1,8 Source: Korn/Ferry Population: 220 MBA students from 30 countries. Breistein

40 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 78

41 Teamet Breistein

42 Teamrollene: Hva de tenker - og kanskje sier...... ”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!” Kilde: Optimas

43 Måle at vi gjør de rette tingene
Breistein

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

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

46 Our Research Has Identified Four Barriers to Strategic Implementation
The Vision Barrier Only 5% of the work force understands the strategy The People Barrier The Management Barrier 9 of 10 companies fail to execute strategy Only 25% of managers have incentives linked to strategy 85% of executive teams spend less than one hour per month discussing strategy 60% of organizations don’t link budgets to strategy The Resource Barrier 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 Breistein Source: Kaplan

47 The Performance Management Cycle
START HERE Determine Business Objectives & Targets Plan and Develop Performance Communicate Business Objectives / Agree Individual Objectives Annual Performance Management Cycle Link Evaluation to other People Processes Monitor Performance / Coach / Solve Problems Performance management is a continual process for line managers – not an annual event. Invite participants to think about what activities/skills will be required at each stage. Evaluate and Review Performance Breistein

48 Performance Review Meeting
INPUTS OUTPUTS Assessment of performance Self-review Review Feedback Discussion Planning Agreement PERFORMANCE REVIEW MEETING Previous objectives Shared view Performance data New objectives Behavioural observations Development plans Ask the question of the audience, “good performance and negative performance - have you got any examples?” Fundamental part of the performance review process is a discussion around individual performance and needs Development action Career expectations Contextual information Motivation Breistein

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