Articles

Focused on our core competences and subject matter knowledge

Articles

  • Framework for discovering supply chain complexity drivers

    Supply chain complexity (SCC) arises when supply chains grow large in number of connection points, and the connectivity between these points is complicated. To ensure future operation, companies must eliminate non-value-adding complexities and streamline the business.

    Written by
    • Said Afandi
  • Motiverende driftsstyring i det offentlige

    Denne artikel er til dig, der som leder eller intern konsulent er nysgerrig efter, hvordan man kan implementere metoder til effektiv daglig drift af kerneopgaven i de enkelte enheder i en organisation på en måde, der styrker samarbejde og fælles ansvar for løsning af kerneopgaven og prioritering i enheden.

    Written by
    • Thomas Lauridsen
    • Jens Dahl Pedersen
  • Are your Risks really Problems and Challenges?

    Our ambition is to work with risk management in a way that creates real impact. Not that it hasn’t previously, but we do, however, believe that we can get even more value for the money by challenging the perception of risk management as primarily reporting and duplication of work that we already do. We want to ensure that risk management leads to productive discussions and decisions that end up having a positive impact on the business.

    Written by
    • Bjørn Rothaus
    • Christian Mann Boserup
    • Martin Vilsøe
  • Systematic growth and innovation amid uncertainty

    To stay competitive in today’s fast-changing markets, companies need to be able to consistently innovate their business and in many industries even redesign their core business model. In order to do so, companies require a steady inflow of innovative and disruptive ideas as well as the ability to systematically transform these ideas into marketable offerings. The main challenge: there is often widespread risk aversion and fear of uncertainty at all levels of an organisation.

    Written by
    • Samuel Loher
  • Culture eats technology for breakfast

    Have you ever rolled out a new IT system, launched it and then seen it plummet straight to the ground? This is the cruel fate of many IT systems, and afterwards comes the question: “What went wrong?”

    Written by
    • Jakob Rindum Danelund
  • Five principles to ensure profitable change communication

    Change communication is key when implementing change with impact in organisations. Nevertheless, communication too often is added as a last-minute varnish when implementing a new strategy, a new process or a new system. After having worked with change communication for years, these are our reflections on and free-to-use principles of how to design communication with impact in organisations.

    Written by
    • Lars Hancke
  • Risk leadership – how they do it in FC Barcelona

    In some respects, risk leadership in many companies resembles former Norwegian national coach Egil “Drillo” Olsen’s approach to football: controlled and defensive. Most of the time, the strategy resulted in the team steering slowly but surely towards a half-hearted draw.

    Written by
    • Bjørn Rothaus
    • Martin Vilsøe
    • Christian Mann Boserup
  • Four dogmas for creating powerful competency models

    We need to add simplicity to a key discipline that all too often suffers from two organisational illnesses: neglect or unnecessary complication. The result may be twofold; death upon birth or a chronic disease that eventually will suck the life out of all initiatives aimed at making your organisation change behaviour. That may sound very dramatic, but, unfortunately, it’s all too often the case.

    Written by
    • Esben Kristian Berg Jørgensen
    • Troels Dalgård
  • "Min styregruppe forstår mig ikke!"

    Projektledere og deres styregrupper finder desværre ikke altid sammen i et konstruktivt samarbejde. Der skal opbygges en fælles spilleplade. Det fælles sprog og respekten for hinanden skal genfindes - præcis som i et nødlidende ægteskab.

    Written by
    • Louisa Menne Martini
    • Niels Teilberg Søndergaard
  • 7 viewpoints on S&OP implementation

    In theory, S&OP is really simple to implement, but due to cross-functional processes, involvement of different parts of the organisation and the need for IT support, it often turns out to be a difficult task to implement S&OP.

    Written by
    • Christian Guldager Pedersen
  • Corporate theatre or real strategy?

    There’s a common belief that strategy happens at management level, leaving everybody else to take care of the execution. The reality is that execution involves a series of key choices that are just as important as the strategic choices – leading to a better design and a better chance of success.

    Written by
    • Stig Albertsen
    • Martin Lyngaa Simonsen
  • 5 things we should consider when strategising

    Research tells us that less than a third of business strategies deliver the expected results. This isn’t hard to believe when we see that most strategies are top-down, have limited employee involvement, are only based on historical data analysis, and are staged as one big show with no real choices being made. Isn’t it time to do things differently?

    Written by
    • Martin Lyngaa Simonsen
  • From strategic intent to business impact

    Making strategy work is one of the greatest challenges of management. In fact, no strategy is stronger than the weakest link in the chain between insightful strategic ideas to front-line actions. Based on Implement Consulting Group’s experience within strategic transformation, we have shaped five guiding principles that will help your organisation design a strategy implementation model to bridge the gap between strategy and impact.

    Written by
    • Anne Meyer
    • Morten Hejlesen
  • Lean in public administration

    Lean is one of the major buzzwords within management today, and even though Lean is rooted in industrial production, the Lean wave is now sweeping across private service companies as well as public organisations.

    Written by
    • Anders Bogason
  • Digitalt lederskab i praksis (in Danish)

    Digitale redskaber og processer bevæger sig ind på områder, hvor de aldrig tidligere har været i spil, fx i børnehaver og vuggestuer. Det kan skabe udvikling, men kan også skabe frustration, stagnation og fremmedgørelse. At styre dette kræver ledelse. I denne artikel ser vi på, hvad god digital ledelse kan være i en offentlig kontekst.

    Written by
    • Astrid Marie Starck
  • Scenario Planning in Sales & Operations Planning

    Supply chains are more global, efficient and complex than ever before. At first glance, this sounds great, but be aware that these factors also make modern supply chains extremely vulnerable to disruptions.

    Written by
    • Connie Køhler Gudum
    • Anne Fjelbro
    • Maja Sandberg Biltoft
    • Peter Ditlev Klitz
  • Leadership in agile organisations

    Organisational agility is considered a prerequisite for most organisations today. Business leaders are challenged in handling turbulence, uncertainty and constant changes in the market. What kind of leadership is needed to match the requirements of the agile context?

    Written by
  • New times – new strategy processes

    Established industries in many western countries have reached the peak of their life cycle and are challenged by significant structural changes and/or international companies that are better equipped to succeed in their respective markets.

    Written by
    • Ove Kvalsvik
    • Vibeke Hayden
    • Bjørn Petter Ulvær
    • Lars Kleppe
    • Sebastian Borregaard
  • Deler din kommune? (in Danish)

    En ny generation leder vejen hen imod en anderledes måde at være forbruger på. Et marked, hvor borgere lejer, låner og deler varer i stedet for at købe dem. Dette omtales som deleøkonomien.

    Written by
    • Torben Birkmose
  • City sharing

    A new generation is leading the way towards a different form of consumption. An economy where citizens rent, lend and share goods instead of buying them. This is named the sharing economy.

    Written by
    • Torben Birkmose
  • Leadership for the next generation knowledge worker

    A new generation of employees and customers. An intensified battle for the best talent. An updated set of leadership skills required for the vast energy supplies waiting to be unleashed. Will you handle it better and faster than your competition?

    Written by
    • Jacob Peterson
  • Royal Greenland: Master planning

    At the beginning of 2013, Royal Greenland initiated the project “Breaking the curve” to conduct a pre-study of how the inventory level could be lowered in the North Atlantic flow. The outcome of the project was a number of initiatives to be implemented. Royal Greenland decided to prioritise two of these. One was to improve the sales and operations planning process, and the other was to improve the detailed production planning in the Greenlandic factories and trawlers.

    Written by
    • Johannes Juel Skibsted
  • Sales forecasting is not about complex algorithms

    An increasing number of companies are faced with challenges in connection with their sales forecasting. Among the most common examples are low forecast accuracy, high complexity, lack of competencies in forecast, “black box numbers” and heavy work processes.

    Written by
    • Mathias Maegaard Mikalsen
  • Leading diversity in project teams

    Do you know what it is like having made a special effort to prepare yourself for a meeting in order to motivate and involve your project participants and then still being met by comments like “when is the next break?”, “what is the actual purpose of the meeting?” and “can’t we just start working?!”?

    Written by
    • Line Larsen
  • Sales and operations planning (S&OP)

    In this article, we will clarify how a stronger integration between the company’s decision-making processes in terms of sales and operations planning can create growth, reduce costs and utilise the production facilities and use of capital in the company more optimally.

    Written by
    • Morten Søndergaard
  • Measuring the impact of training

    4 out of 5 companies do not get any significant impact from training employees or do not make any effort to measure and document whether the training has an impact. Yet, huge amounts of money are spent every year on sending employees on training courses where skills, tools and techniques are practised in a secure environment.

    Written by
    • Nicolai Elborough Boston
    • Jakob Kjærsig Brøndsted
  • Keep it simple

    Complex solutions often find their way to the drawing board, but they never see the light of day – because they are too complex to implement. If the basic idea and the purpose of a solution cannot be explained in a simple way, then how is it possible to implement the idea in large organisations or in entire populations?

    Written by
    • Niels Ahrengot
    • Niels Teilberg Søndergaard
  • All models are fake. But some can be useful

    When using predictive modelling and analytics to prevent customers from churning, all too often, organisations are caught in a state of apophenia followed by analysis paralysis. The trick to overcome this is to let go of the “we need more and better data” excuse and instead start by asking yourself “what can and will we do if, in fact, we already knew who is about to churn?”

    Written by
  • Keep the balance with 8 inventory management viewpoints

    Many companies initiate projects on inventory optimisation, when inventories are too large and/or delivery performance is too low. All too often, companies face both challenges at the same time and, consequently, there is a need to find a balanced approach, where net working capital and delivery performance are equally in focus.

    Written by
    • Christian Guldager Pedersen
  • How the leisure industry will survive the sharing economy

    According to a recent study, it has finally been proven that AirBnB has had a negative impact on the hotel industry, as revenues have dropped with the growth of AirBnB. Seemingly, this growth will continue, as it is estimated that the number of bookings will surpass the largest hotel chains within the next few years. Other businesses in the accommodation space include VRBO, HomeAway, FlipKey, Roomorama and CyberRentals.com.

    Written by
    • Torben Birkmose
  • Royal Greenland optimises its supply chain

    “Breaking the curve” is a list of initiatives for reducing inventories in Royal Greenland’s supply chain around the world. For the last couple of years, two large initiatives have been running, namely the implementation of sales and operations planning (S&OP) and the implementation of master/tactical planning.

    Written by
    • Mathias Maegaard Mikalsen
  • Just get it done!

    Often, when strategies are announced, a magical link appears between the direction and goals and how to implement them. It is ”magical” in the sense that the implementation process often does not contain the same level of clarity or tightness as the formulation of the strategy.

    Written by
    • Niels Ahrengot
  • Innovative technology utilisation

    Technology evolves all the time and changes the way we behave and consume products. Technology has the power to reshape industries, and it has done it before.

    Written by
    • Esben Kristensen Lønborg
  • How to lead change

    Is the role of the change leader becoming less relevant, when more people become involved at an earlier stage? We do not think so. In fact, we believe that the role of good leadership is probably more important than ever. Leaders who give direction, and who incarnate the desired change with authenticity and integrity.

    Written by
    • Paolo De Mora
    • Harry Wallenholm
    • Delara Bauer
  • How to succeed with change

    Implement has investigated whether CEOs use a set framework to guide them when driving change. The general conclusion was that they do not. One notable exception was that 15-20% of the CEOs stated that they use Lean and "continuous improvement" as basic models when working with change.

    Written by
    • Paolo De Mora
    • Harry Wallenholm
    • Delara Bauer
  • Why is change (still) difficult?

    We know that roughly two-thirds of all major change initiatives do not have the desired impact – and that the cause is often a lack of competence and/or time invested in change management.

    Written by
    • Paolo De Mora
    • Harry Wallenholm
    • Delara Bauer
  • The CEO’s viewpoint on leading change

    As advisors in a Nordic management consulting firm, we work with a large number of business leaders every year, helping them develop and improve their organisations and businesses. The challenges and possibilities facing these leaders come in many different shapes, but we find that there is one constant – it all involves change.

    Written by
    • Paolo De Mora
    • Harry Wallenholm
    • Delara Bauer
  • Strategy as design, not problem-solving

    At Implement Consulting Group, we recently co-hosted a strategy session with Roger Martin in New York. It was designed as a “learning lab” that brought together executives from some of the largest US and Scandinavian companies to discuss how to rethink and improve the way that companies make strategic choices.

    Written by
    • Niklas Leifelt
  • Bridging strategy and leadership with non-negotiable standards

    As a leader, it can be an almost unbearable temptation to let off steam, when subordinate employees do not comply with a set of agreed-upon standards. However, only meaningful actions at an individual level have the power to affect behaviour.

    Written by
    • Niels Ahrengot
  • Deriving business value from cost allocation and portfolio management

    A lack of cost allocation may lead to suboptimal demand. Effective control and execution of the cost allocation process pave the way for efficient demand management. Impact on a business level as well as on a behavioral level requires improvement of cost effectiveness and cost awareness through application portfolio and business process management as well as cost allocation practice.

    Written by
    • Michael Holm Larsen
    • Rasmus Ingemann
  • Implement Procurement Maturity Model

    The Implement Procurement Maturity Model is a solid platform for identifying improvements and prioritising future procurement initiatives and projects in your company.

    Written by
    • Jørg Paulus
  • Missed Clayton Christensen? Here's the recap

    On 29 August 2014, we gathered in Copenhagen for Implement Thought Leaders 2014. Nearly 1,300 clients and friends of Implement were present at the lecture and subsequent Q&A held by one of the world’s most influential management thinkers, Harvard Professor Clayton Christensen.

    Written by
    • Ida Eikvåg Groth
  • Why it hurts to listen to Clayton

    A short while ago, Harvard Professor Clayton M. Christensen from Harvard Business School visited Denmark and Norway to speak on the subject he is most passionate about; disruptive innovation. To Norwegian listeners, it was a painful speech. It hurts to hear his views; because they are alarmingly relevant.

    Written by
    • Ida Eikvåg Groth
  • How Norway disrupted sushi

    The entry of Norwegian salmon onto the global sushi plate can be described as a disruption. It opened up a new market for Norwegian salmon, in which margins were substantially higher and volume eventually exploded during the rise of the global sushi trend.

    Written by
    • Ida Eikvåg Groth
  • Rise, Phoenix

    Picture this: You are put in charge of a project without a clearly defined budget. Without an organisation. Without a clear scope, but with a non-negotiable deadline in exactly eleven months.

    Written by
    • David Barnekow Erichsen
  • The marketer's agenda

    What is shaping your agenda? This article presents key questions to ask yourself when planning marketing activities. In addition, specific action steps are introduced, enabling marketers to achieve future growth.

    Written by
    • Charlotte Wandorf
    • Harald Ihlen Møyner
    • Joachim Lupnaav Johnsen
  • Vejen til serviceleverance i verdensklasse (in Danish)

    Kunden skal modtage en serviceydelse, som er attraktiv forhold til behov, forventninger og betalingsvillighed, og virksomheden skal levere denne serviceydelse effektivt og konsistent inden for nogle økonomiske rammer.

    Written by
  • Professionel projektadfærd giver effekt på bundlinjen (in Danish)

    Hvad er årsagen til, at ”high performers” er excellente til at skabe effekt af deres udviklingsinitiativer? Denne artikel giver inspiration til, hvordan danske organisationer fremadrettet kan lykkes succesfuldt med deres udviklingsindsatser.

    Written by
    • Michael Ehlers
    • Jesper Krøyer Lind
    • Alexander Strange
  • Rynkeby had the courage and confidence to kill complexity

    Many organisations want to make it simple – with an edge. What we call kill complexity. Unfortunately, the good intentions rarely lead to anything. In 2010, Rynkeby Foods A/S began a kill complexity journey. The purpose was not to cut costs and the number of employees. In fact, it was quite the opposite - the purpose was to generate growth.

    Written by
    • Niels Teilberg Søndergaard
  • How to build a compelling business case

    One of the major pitfalls of working with a business case is that it becomes too complex, and it is unclear who owns the effects of the project. Fundamentally, focus has to shift from calculations to conditions for calculations – what assumptions have we made in order to create the basis for decision-making?

    Written by
    • Jesper Krøyer Lind
  • Team development made a big difference

    It can be difficult to calculate the real output of the investment in a team development course. Nevertheless, experience shows that both time and money have been well spent on team development in order to achieve the set out business goals.

    Written by
    • Bent Kock Nielsen
  • Project manager of the future

    The project manager is responsible for realising the deliverables – and the change manager for creating long-lasting value. These two roles must be linked more closely in future project management tasks in order to realise the benefits of the project.

    Written by
    • Henrik Horn Andersen
  • Programledelse i den offentlige sektor (in Danish)

    Udviklingen i den offentlige sektor kræver i større og større grad, at også udviklingsaktiviteterne foregår effektivt og med fokus på de gevinster, som skal opnås. Af denne årsag, udkommer Implement hermed med en hvidbog om programledelse i den offentlige sektor.

    Written by
    • Rasmus Rytter
    • Henrik Bachmann
    • Jesper Krøyer Lind
  • 7 must-win battles in Retailing

    The traditional industry boundaries are changing – manufacturers sell directly to customers, wholesale need to act as retailers and retailers manufacture their own brands. At the same time the customers have multiple touch points across channels operating together and want a one brand experience with coordinated products, services and prices.

    Written by
    • Martin Lyngaa Simonsen
    • Joachim Lupnaav Johnsen
    • Charlotte Wandorf
    • Harald Ihlen Møyner
  • How to maximise the return on your marketing & sales investment

    Since the financial crisis hit, its repercussions are still affecting consumers across Europe, as well as struggling companies. In times when revenue growth comes to a halt and profits plummet, leaders need to know more than ever before exactly where to spend their scarce resources.

    Written by
    • Anders Borcher Iversen
    • Anders Rehfeld
    • Mark Sprauer
    • Matthias Dopslaff
  • Business simulation

    Learn more about the well-proven methodology for how to create a smooth implementation of a cross-functional IT transformation through business simulation.

    Written by
    • Nada Maria El-Tal
    • Line Larsen
    • Kim Bjørn Thuesen
  • Unmotivated employees

    You have no unmotivated employees – they are actually always motivated. Sometimes they just happen to be motivated for doing something different than what you want them to do in a given situation. Learn how to point motivation in the right direction.

    Written by
    • Pernille Koch Erichsen
  • The Whole Brain® Negotiates

    If you encounter conflict from across the table in a negotiation, it could be caused by your own behaviour! While this might be a bold statement, it is often true in corporate negotiations.

    Written by
    • Christian Romer Vingtoft
  • Operations management made simple

    As specialists, we tend to make operations management more complex than necessary. What leaders really need in their work with operations management is simplicity and overview rather than a vast number of tools.

    Written by
    • Anders Bogason
  • Aim for motivation

    Leaders who want to become better at evoking motivation and engagement have to work with their way of thinking and focus on seeing the intrinsic motivation within all employees.

    Written by
    • Pernille Koch Erichsen
  • Solution Buying® – Sourcing for impact

    The core focus of procurement has always been costs – managing and driving down external costs, as reflected in the typical KPI for procurement of % annual savings.

    Written by
  • Strategy as a driver of real change and effect

    The world has become more dynamic, complex, and globally connected, and organisations are becoming more and more knowledge-intensive. This makes strategic capability a key driver of long-term performance and value creation.

    Written by
    • Michael Braagaard
    • Lars Kirkegård
  • Business Model Innovation

    Short-term competitive advantage is created by exploiting existing business models. However, in the long term, all markets mature, competition intensifies and turbulence increases. Consequently, new sources of growth must be explored, and fresh answers to enduring success must be found.

    Written by
    • Morten Hejlesen
    • Thomas Børve-Jørgensen
  • Facilitation

    Tools and tips for how to create more dynamics, ownership and qualified results in group processes through intentional design.

    Written by
    • Cecilie Van Loon
    • Line Larsen
  • Put all your eggs in one basket

    In dynamic business environments, innovation and development are often key capabilities that are needed to take advantage of the opportunities provided by changing conditions. The old saying ”Do not put all your eggs in one basket” has little value in such environments.

    Written by
    • Henrik Sonnenberg
  • Lucky wheel in two ways

    Peeling layers of complexity competently off a solution and giving it the necessary edge require insight. Without an edge, the solution gets ordinary and uninteresting, and then it is of no benefit that it is wonderfully simple. This is a story from my summer holidays, which I think illustrates a simple solution – with an edge.

    Written by
    • Niels Teilberg Søndergaard
  • The Speed Dilemma

    Imagine yourself being in charge of a company that delivers the best quality product to the market. You deliver faster than the competitors. You use less resources than the others. Employee satisfaction is skyrocketing. And best of all, you can spend the majority of your time developing your people and setting the strategic direction for your company.

    Written by
    • Henrik Sonnenberg
    • David Barnekow Erichsen
  • Innovate Through Vertical Integration

    Vertical integration has been at the forefront of management thinking since Henry Ford’s fully integrated manufacturing plant in Dearborn. Since the birth of Core Business thinking the discussion has focused on what should be done inside the company and outside by partners and suppliers.

    Written by
    • Erik Kayser
  • Can you afford poor quality teamwork?

    In many workplaces, too many resources are tied up in bad or random collaboration. It reduces job satisfaction, it reduces efficiency and effectiveness – and ultimately it reduces profit. How can we change this picture? What does it take to release the energy tied up in poor or inferior collaboration?

    Written by
    • Bent Kock Nielsen
  • Short and fat projects will save your bottom line

    Kill Complexity is a change journey aiming at eliminating unnecessary complexity from an organisation and/or hindering unnecessary complexity in sneaking into the organisation. Kill Complexity is also about inspiring to having the courage to make trade-offs – and about building intelligent, simple solutions.

    Written by
    • Niels Teilberg Søndergaard
  • Effective training

    Do you know the feeling of participating in training where you have been sitting all day just listening and looking at countless PowerPoint slides? Where the time between the breaks has been far too long? Where the involvement of the participants has been limited to a couple of questions from plenum at the end of lengthy presentations?

    Written by
    • Cecilie Van Loon
  • The art of implementing real change

    When a butterfly flaps its wings in London, the ultimate consequence may be that it triggers a hurricane in the Caribbean months later. This was one of the more spectacular conclusions that followed in the wake of the discovery that complex non-linear systems, such as the earth’s atmosphere, are extremely sensitive to the slightest change in the system’s initial conditions.

    Written by
    • Niels Ahrengot
  • Good teamwork does not happen on its own

    Many workplaces need to strengthen their internal working environment, and the present financial crisis has only underlined this need. If we do not make it a conscious discipline to practise cooperation, it will have consequences for the working environment, the quality of the work delivered – and ultimately the bottom line.

    Written by
    • Bent Kock Nielsen
  • Managing the demand for spare parts

    We suggest a structured method to manage the demand for spare parts, and illustrate a business case in a large global production company, where this method was applied. Not surprisingly, the economical benefits were very significant.

    Written by
    • Mathias Maegaard Mikalsen
  • Vækstkraft (in Danish)

    I artiklen ser vi nærmere på forudsætninger og succesfaktorer for innovation af forretningsmodellen samt de strategiske vækstmuligheder, som tværgående innovation baner vejen for.

    Written by
    • Morten Hejlesen
  • Service Operations

    In recent years, we have seen an increasing number of service companies, private as well as public, invest considerable resources in professionalising/strengthening operations in their organisation – seeking to increase efficiency in the company’s “engine room”.

    Written by
    • Jakob Støvring Sørensen
  • Increase the revenue of your ERP investment

    The complexity and the effort combined with having the company’s business processes and transactions reflected and supported by the ERP system is often so large, the energy to expand with advanced planning systems is simply not there. It is understandable but it is also a shame.

    Written by
    • Søren Skjødt
    • Preben Holst Nielsen
  • Performance Management – Breaking the code

    In the changing world of management, full of acronyms and buzzwords, it is encouraging that, after all, there are still concepts with so much substance to them that they are just as relevant today as they were 10 or 20 years ago. However, they are often underestimated – perhaps because they are so obvious.

    Written by
    • Jan Lythcke-Jørgensen
    • Peter Jørgensen
  • Action as a means of communication

    The burning platform is a core concept in classic change management. The analogy originates from an oil drilling rig that caught fire, and where the only survivors were those who defied all regulations and leapt off the platform into a foaming sea 40 metres below. When asked afterwards why they had jumped, they answered that they felt they had no alternative.

    Written by
    • Niels Ahrengot
  • SEAS-NVE sætter strøm til servicebilerne (in Danish)

    For at øge medarbejdertilfredsheden blandt servicemedarbejderne i energiselskabet SEAS-NVE, blev der fra ledelsens side igangsat et projekt med det formål at reducere usikkerhed og stress. Hypotesen var, at dette kunne lade sig gøre ved at øge gennemsigtigheden på lagrene.

    Written by
    • Lars Smith Christoffersen
    • Mathias Maegaard Mikalsen
  • Project Governance

    For project steering committees to perform excellently all members need to offer their full commitment to the project – they all need to be pigs. In addition four other skills and competencies need to be present in the steering committee.

    Written by
    • Niels Teilberg Søndergaard
  • Engagement – a source of energy that never dries out

    Engagement means everything. Research shows that when we are engaged, our efficiency, productivity and value creation increase by a factor of 4 compared to a scenario where we “just” go to work with no other motivation than making a living.

    Written by
    • Niels Ahrengot
  • Strategy as Transformation

    When a butterfly flaps its wings in Denmark, the ultimate consequence may be that it triggers a hurricane in the Caribbean months later. This was one of the more spectacular conclusions that followed in the wake of the discovery that complex systems, such as the atmosphere, are extremely sensitive to the slightest change in the system’s initial conditions.

    Written by
    • Lars Kirkegård
    • Michael Braagaard
  • Change, facts and impact

    If we look at major organisational changes or large-scale system implementations, basic impact measurements are often “forgotten”.

    Written by
    • Niels Ahrengot
  • The Missing Link

    Every day, the media feature stories of customers experiencing how organisations – both private and public – fail to live up to their service promises. This may seem uncalled for, since considerable resources are spent on both designing these services and operating an efficient service delivery.

    Written by
    • Jakob Støvring Sørensen
  • Will Lean kill creativity in innovation

    In order to establish an innovative work process, it is essential to blend creativity & efficiency in the right ratio. This is true individually for team members, but also for collaboration within a team. Most professionals know that Lean can help increase efficiency, but how does Lean influence creativity?

    Written by
    • Henrik Sonnenberg
    • Claus Sehested
  • The authentic manager makes mistakes

    If, as a manager, you are brutally honest about a strategic change, you risk that parts of, or the entire basis for, the change is called into question, or that it becomes evident that there are things you do not know about the forthcoming change.

    Written by
    • Niels Ahrengot
  • Business model innovation as a response to increased competition

    Because of the growing wish among Danish organisations to do business in a more sustainable way, DONG Energy decided that one of the means to differentiate in the market would be through what would be known as the Climate Partnership concept.

    Written by
    • Thomas Børve-Jørgensen
  • Change for change's sake

    Never change a winning team is a philosophy that many of us support. We rarely question its truth because it makes so much sense at an intuitive level.

    Written by
    • Niels Ahrengot
  • Business Model Innovation in practice

    Short term competitive advantage is created by exploiting existing business models. But in the long term all markets mature, competition intensifies and turbulence increases. Consequently, new sources of growth must be explored and fresh answers to enduring success must be found.

    Written by
    • Morten Hejlesen
    • Anne Meyer
    • Thomas Børve-Jørgensen
  • Facing the New Normal of Retail Banking

    The world economic turmoil has disrupted the entire financial services sector, creating a new normal characterised by increased regulatory demands and a severe loss of trust from the average retail banking customer. More than ever, the industry will have to innovate in order to prosper and rebuild the damaged image.

    Written by
  • Bringing performance management alive

    Targets and benchmarks are essential. Without knowledge of our starting point and which targets to meet, we lose focus on the desired effect and risk carrying out a project only for the sake of the project. Therefore, this article brings up the subject as to how we bring performance measurements alive in an organisation.

    Written by
    • Peter Jørgensen
  • Control the atmosphere to create business

    One of our gurus, former Harvard professor and author of the book The Trusted Advisor David Maister, once said: “I’ve attended the best American and British universities and business schools and learnt a lot of good stuff. The only thing I didn’t learn was that the world is full of people...”.

    Written by
    • Niels Ahrengot
  • R&D and the project portfolio

    Most companies are exposed to the economic downturn to some degree. History shows that a downturn is bound to change the structure and competitive landscape of many industries. Even in less exposed industries, some companies will get out of the downturn strengthened while others are weakened.

    Written by
    • Lars Kirkegård
  • Take a systematic approach to the downturn

    Most companies are exposed to the economic downturn to some degree. History shows that a downturn is bound to change the structure and competitive landscape of many industries. Even in less exposed industries, some companies will get out of the downturn strengthened while others are weakened.

    Written by
    • Morten Søndergaard
    • Stig Albertsen
    • Lars Kirkegård
  • Make important things important

    The point is that if something is to be made important, the acknowledgement must start much earlier than we would typically find natural, and we must appeal to both the brain and the heart.

    Written by
    • Niels Ahrengot
  • Den innovative it-afdeling (in Danish)

    Hvis innovation er centralt for en virksomheds strategi og performance – hvordan sikrer man sig så som it-chef, at it-afdelingen bidrager?

    Written by
    • Henrik Sonnenberg
  • Basic governance of projects

    The four handles most top level managers install first to get a grip on the projects in their organisations.

    Written by
    • Niels Teilberg Søndergaard
    • Niels Ahrengot
  • Projektledelse i forskningsmiljøer (in Danish)

    Som undervisere og rådgivere, der beskæftiger sig med forskningsmiljøer og forskningsprojekter støder vi ofte ind i diskussionen om hvordan forskningsprojekter adskiller sig fra andre projekttyper. Mange af de projektledere på forskningsområdet, som vi arbejder med, oplever, at forskningsprojekter er unikke og som sådan fortjener en unik projektledelsesmæssig tilgang.

    Written by
    • Poul Hæstrup
  • Strategic agility

    Turbulence is here and is here to stay. Any attempt to ignore it will be futile. The way forward is to embrace the opportunities in turbulent environments and build an agile organisation. In this short viewpoint, we outline the nature of turbulence, what it takes to become an agile organisation and how to get started.

    Written by
    • Stig Albertsen
  • 20 Innovation Tools

    We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.

    Written by
    • Henrik Sonnenberg
  • A guide to Efficient Open Innovation

    An increasingly global business environment combined with rapid technological progress has changed the framework in which companies operate.

    Written by
    • Henrik Sonnenberg
  • Spot and spoil your core competent employees

    The global competition has changed the premises for how tomorrow’s companies should be managed and organised. There is a need for a break with the traditional hierarchy and kindergarten management where we shift from a reproductive to an innovative focus.

    Written by
    • Niels Ahrengot
  • Strategic IT use

    To meet clients’ increasing expectations and relatively greater power than previously, the demand for dynamic adjustment between IT and the business is larger than ever.

    Written by
    • Ulrik Salde
  • Achieving and maintaining a Lean health care organisation

    There are no silver bullets for complex problems – they require discipline, persistence, precise execution and hard work. The crucial question is: How can a hospital want to engage in a methodology that requires even more from them?

    Written by
    • Markus Fraefel
  • «Management-Theater» oder Strategie-Implementierung?

    Es ist ein verbreiteter Glaube, dass Strategie auf dem Management-Level erdacht und von den restlichen Mitarbeitern im Unternehmen umgesetzt wird. Die Realität sieht aber anders aus: In der Umsetzung gibt es eine Reihe von Schlüsselentscheidungen zu treffen, welche geradeso erfolgskritisch für die Strategie sind.

    Written by
    • Thomas Obrecht
    • Samuel Loher
  • No elements found based on your criterias