Strategy and organisation
I do assignments both as an employee consultant and as an advisor to an organisation's management or owner.
Management's strategic mistakes are a company's most expensive mistakes. Smart people and great companies also make strategic mistakes. Basic assumptions about a business need to be thought through regularly.
An employee consultant is hired by the trade union organisations. However it is required that company management accept alternative or supplementary proposals to change planned decisions. In this sense, an employee consultant is an advisor to both unions and management.
I have completed several assignments with both unions and companies as clients. More about my views about employee consultations.
Mental maps are about how you look at the world, the activities of an organisation, and much more. We have more or less realistic and correct mental maps of almost everything. What do the maps of your business look like?
The most important thing in a strategy is not to get it right
The most important thing is not to get completely right but to avoid moving in the wrong direction and not fully understanding what is affecting one's business. How could Nokia and Ericsson Mobile Communications - companies I have both had projects with when developing my mobile service IDstories↗ - run into so deep a ditch in such a short time?
Lost in translation
The title is borrowed from the film↗ with the same name, and it is well known that different departments and functions may have difficulty understanding each other. It is 'set' for language problems. The boards of many businesses are quite often made up of "older" people with limited experience of the ins and outs of the digital world. Today this is obviously a business risk.
The consulting firm McKinsey recently showed in a study that companies with low digitalisation skills performed noticeably worse than those who have progressed further in their digital transformation.
Whom should you learn from?
It takes some work and reflection to know Whom to learn from and What.
You can and should learn from others, but a situational adjustment is required to the conditions of each business. It might be an idea that you had a list of companies, organisations, or people your business could learn from and in what areas. The list may have an appendix with deterrent examples of mistakes you want to avoid redoing.
We all make mistakes, but they are not random but often have a pattern.
Business models and their hidden boundaries
Most major businesses have a - written - business model which usually is strategy and numbers oriented. The chapter 'Hidden boundaries of business models' is about "the obscure fuzzy internal factors that form the background to how the business model is constructed".
When serious problems arise, these rarely come as a flash from clear skies. On the contrary, there have probably been many signals for a long time that big problems are under way. These signals may have a pattern. Seeing patterns is important. Read more about the silent boundaries of business models.