Skip to main content

Hvis din virksomhed ikke er i krise, så antag at den er det!

Hvordan skal man agere i det oprørte hav som kendetegner erhvervslivets betingelser i disse dage? Skal strategien justeres? Skal missionen opdateres? Holder visionen ikke mere?

Uanset krise eller ej, er det ofte her at virksomheder kommer til kort. Vision, mission og strategi blandes sammen og ændres efter behov. Mange ledere har svært ved at skelne mellem vision og mission. Strategi forveksles ofte med behovet for at gennemføre kortsigtede justerende handlinger.

Ifølge Michael Porter er det muligt at teste om et lederteam ser virksomhedens strategi på samme måde ved at bede dem svare på følgende fem spørgsmål uafhængigt af hinanden:

1) Har virksomheden et eller flere unikke tilbud til markedet (value proposition)?
Hvis dette ikke er tilfældet, så konkurrerer man på operationel excellence, men opnår med stor sandsynlighed aldrig en overlegen markedsposition.

2) Tilbyder virksomheden en anderledes sammensat værdikæde end den generiske værdikæde i industrien?
Hvis dette ikke er tilfældet, så konkurrerer man atter på operationel excellence - hvem kan gøre tingene hurtigere, bedre og billigere.

3) Har virksomheden gennemført klare fravalg?
Et bevidst valg om at fokusere på eet forretningsområde, betyder også et aktivt fravalg af alle andre ikke nærtbeslægtede forretningsområder. Dette er ofte meget svært at gennemføre i praksis, da fravalg hos mange ledere er ensbetydende med begrænsning af muligheder.

4) Passer alle virksomhedens aktiviteter sammen og forstærker hinanden?
Ifølge Porter gælder det om at forstærke synergierne over hele værdikæden og ikke udvikle isolerede fordele.

5) Fastholder virksomheden strategisk kontinuitet og implementerer løbende forbedringer i realisationen?
Det tager ca. 3 år for en strategi at blive succesfuld! De fleste ledere har ikke stamina til at stå distancen over tre år og laver mange ændringer til strategien, hvilket kun forvirrer både ejerne, medarbejderne, kunder og leverandører.

Konklusionen er derfor, at hvis den langsigtede strategi var sund før krisen, så er den fortsat sund. Det er implementeringen af strategien, der skal justeres for at afspejle de nuværende forhold - ikke selve strategien.

Og hvad er så forskellen på en vision, mission og strategi. Jeg anvender altid følgende eksempel fra præsident John F. Kennedy.
Hans vision var - "We will put a man on the moon within 10 years from now".
Nasa fik overdraget opgaven at formulere missionen for dette og sætte det rette team - "A mission is to know what to do, when and with whom".
Lederne hos NASA formulerede strategien for implementeringen af missionen - "Stategy is to know how to implement the chosen mission in the most efficient way".

Jeg gengiver her den første halvdel af Kennedy's tale til kongressen. Læg mærke til hvor mange af de ovenfor nævnte elementer, der er udtrykt i denne tale. Den giver mig stadig kuldegysninger!

"IF we are to win the battle that is now going on around the world between freedom and tyranny, the dramatic achievements in space which occurred in recent weeks should have made clear to us all, as did the Sputnik in 1957, the impact of this adventure on the minds of men everywhere, who are attempting to make a determination of which road they should take. Since early in my term, our efforts in space have been under review. With the advice of the Vice President, who is Chairman of the National Space Council, we have examined where we are strong and where we are not. Now it is time to take longer strides--time for a great new American enterprise--time for this nation to take a clearly leading role in space achievement, which in many ways may hold the key to our future on Earth.
I believe we possess all the resources and talents necessary. But the facts of the matter are that we have never made the national decisions or marshaled the national resources required for such leadership. We have never specified long-range goals on an urgent time schedule, or managed our resources and our time so as to insure their fulfillment.

Recognizing the head start obtained by the Soviets with their large rocket engines, which gives them many months of lead-time, and recognizing the likelihood that they will exploit this lead for some time to come in still more impressive successes, we nevertheless are required to make new efforts on our own. For while we cannot guarantee that we shall one day be first, we can guarantee that any failure to make this effort will be our last. We take an additional risk by making it in full view of the world, but as shown by the feat of astronaut Shepherd, this very risk enhances our stature when we are successful. But this is not merely a race. Space is open to us now; and our eagerness to share its meaning is not governed by the efforts of others. We go into space because whatever mankind must undertake, free men must fully share.

I therefore ask the Congress, above and beyond the increases I have earlier requested for space activities, to provide the funds which are needed to meet the following national goals:

First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish. We propose to accelerate the development of the appropriate lunar space craft. We propose to develop alternate liquid and solid fuel boosters, much larger than any now being developed, until certain which is superior. We propose additional funds for other engine development and for unmanned explorations--explorations which are particularly important for one purpose which this nation will never overlook: the survival of the man who first makes this daring flight. But in a very real sense, it will not be one man going to the Moon--if we make this judgment affirmatively, it will be an entire nation. For all of us must work to put him there."


Her finder du hele President John F. Kennedy's tale til kongressen.



Popular posts from this blog

x-teams

I've just ordered a new book from Amazon. The name "x-teams" immediately caught my eye as I read about it in the Danish business newspaper - Børsen. The reviewer assigned 5 marks out of six, so expectations are high.
X-Teams written by Deborah Ancona and Henrik Bresman raises an interesting question already on the front cover.
"Why do teams fail?"
The topic of the book is how to build teams that lead, innovate, and succeed. I'll write a short review as soon as I've read it.

Seach inside the book here

Three beautiful girls

Family portrait for mother-father and grand parents. Shot at my home studio in Hørsholm. Give me a call or an email if you need a portrait done - either for personal use or as a gift.

SnapScan 9000 - be prepared for a laugh

Can you guess who the nice young man is in the image? It is me as a high school student - important years - where my passion for photography really took off. My god - 35 years has passed since those happy years.

I have just scanned b/w negatives and color slides from these years, and it has been hilarious to see the pictures again. Since many of the images are not something to boast about, the mission was only to get the old negatives and slides converted to digital format. Since I have many pictures from my analog years this conversion process must also go quickly.

Therefore I have just tested JOBO Snapscan 9000. It took med just 5 minutes to unpack it and set up. The scanning process is extremely simple. You install an SD card in the scanner, and then feed negatives or slides into the scanner by the help of various rails and frames - one at a time. The scan process only takes 4 seconds per negative / slide. The scanner has some simple correction options such as built-in color corre…