Effektivitet på riktigt

Effektivitet på riktigt

Connect:TwitterRSSContactBlogNews  Subscribe to our Podcast Trots all teknik och en outtömlig källa med time management-litteratur finns det dem som lever med en konstant avsaknad av tid. Sen finns det andra som får allt gjort samtidigt som de verkar ha all tid i världen. Under den här inspirerande föreläsningen får du insikter och metoder för att utveckla ett mentalt svängrum som ger dig ett större inflytande över ditt liv. Har du tid att utebli? Powered by Eventbrite Föreläsare: Håkan Lövén I help executives and their teams to improve their contribution to their stakeholders. Through consultation and training I assist my clients to develop a more efficient leadership, teams and coworkers. Specialties: Lean, agile and performance management, collaboration, group and personal efficiency. Read full biography… Early Access Invitations Our events sell out pretty quickly. If you would like advance invitation to future events by signing up below. First Name Last Name Email Address Subscribe Event Information Avega Elevate Avega Elevatelokalen3:e Plan Grev Turegatan 11AStockholmSweden Day(s) : Hour(s) : Minute(s) : Second(s) När: 2015-10-06  17:30-2x Plats: Elevatelokalen, 3:e plan, Avega Stockholm Förtäring:...

Reduce the law of least resistance – a little bit different approach to change management

Humans as a species are open to change (full stop). Just as Charles Darwin decreed; It´s not the strongest who survive, but those who adapt. How open to change a person is, that can always be subjectively discussed, and to some extent also measured. But that’s not what’s important. Force of habit When I face a choice to continue to do as before, or to operate in a different way, my brain semi-consciously calculates it for me in a flash. The formula is quite simple; what will it mean to change my behaviour, or not? Or more correctly; what positive and negative impacts will I experience on the basis of the two options? Unfortunately, the brain will not be quite fair in its assessment. What I have done before has an advantage over the new; I´m aware of what it is now — I’m used to it. One example was when I was supposed to replace my old laptop. I really enjoyed my traditional 15-incher, while I wanted a smaller 13-inch ultra-book. I partly resisted because I would have to go from Windows 7 to Windows 8, and I had both read and heard that Windows 8 was “complicated”. Complicated in this case was my subjective translation of “wasn’t used to it.” After several weeks I realised that I dodged my situation even more, by using both computers for different tasks. So I forced myself to get rid of the old one. In the example above, I only had to handle myself. So how can we handle others when we want them to change their behaviour? First and foremost,...

4 Principles for the High-Performing Organisation

There is no need for an all-encompassing methodology. This means that the group or organization may use any methodology they want. Instead I advocate (and also offer) a simple framework which incorporates and supplements whatever methodology the organization is using. This framework is based on one foundation, with four related principles. The foundation is simply to primarily work with the reality before the plan. Well, aimless work then? No, on the contrary, as one of the four principles below decree. Here are four principles in turn: 1. Supportive approach The first and perhaps most important principle is all about our attitude towards our surrounding. Where we have a genuine interest in other people. For example, I think plenty of others, until proven otherwise. I enjoy working with others, and others enjoy working with me. Or as the African proverb says; If you want to go fast, go alone. If you want to go further, go together. 2. Value Driven First and foremost, value driven is not about core values ​​and such. Value Driven is all about delivering value based on a purpose. Our vision is to create value every day, where the purpose of my work is my guiding light. Goals and objectives are thereby subordinated to this principle. Or if you want; goals and objectives are developed based on the principle of (for example) value-driven cooperation. 3. Iterative planning This is the most comprehensive and complex principle. But if I should keep it short, it’s about to let go of old paradigms about the plan-driven planning, and from a cyclical perspective plan on multiple levels – simultaneously. 4....

What Categorises a High Performing Organisation?

The essential characteristic of a high-performing group, or organization, is its high propulsion, agility, innovation, and job satisfaction. Have we heard of these fantastic conditions before? Absolutely! Have we seen them well anchored and sustainable exercised? Not so sure… The goal for this post is to give you an insight into not only what, but also how to incorporate a more efficient way of work in a group or a whole organization. The challenge Most of the corporate businesses, if not all, marketing their services and products based on trends and needs – they are market oriented. You would probably agree that this is a prerequisite for a company to survive at all. And if they want to go from survival to profitability, the organization must also take their business plans from the present into the future, and dynamically execute the same in real time. All this is well known. But what about the organization itself? How does it look between business promoters and those who supposed to implement these initiatives? Unfortunately it is not as common to create harmony between the organization and the business, and by that business and organizational development gets out of phase. There are many reasons for this, where the most common is about habit and security. When it comes to organization development, we have taken the habit to require well-defined future conditions of the organization to be developed. Historically, this has been an obvious target, which gives the feeling of security. An imminent danger today is that this security creates inertia. First, the change in the project, but also later in the group...