New H Igor Ansoff ProductMarket Matrix Diversification Market

New H. Igor Ansoff: Product-Market Matrix Diversification Market Penetration Market Development Current Product Development Current New Market

High Hubert Saint-Onge: Learning and Change Matrix Target Zone Learning Restlessness Mayhem Low Functional Low High Change

The John Whitmore Model, The right goal S Specific The right goal C Challenging M Measurable P Postetively stated L Legal A Attainable U Understood E Enviromentally sound R Realistic R Relevant A Agreed T Time phased E Ethical R Recorded

Strategisk management Vision, værdier og forventninger Mission Formål og målsætning Situationsanalyse • Omgivelser: muligheder og trusler • Organisationsressourcer og kvalifikationer Strategiformulering • Alternativer • Vurdering og valg Police og forretningsorden Strategiimplementering og planlægning Strategisk kontrol Hvorfor? Hvad? Hvordan? Retningslinjer

Myers-Brigss Type Indicator ISTJ ISFJ INTJ Responsible Executors Dedicated Stewards Insightful Motivators Visionary Strategists ISTP ISFP INTP Nimble Pragmatics Practical Custodians Inspired Crusaders Expansive Analyzers ESTP ESFP ENTP Dynamic Mavericks Enthusiastic Improvisors Impassioned Catalysts Innovative Explores ESTJ ESFJ ENTJ Efficient Drivers Commited Builders Engaging Mobilizers Strategic Directors

Stakeholderkort Legitimitet Magt Passiv Stakeholder Dominerende stakeholder Diskret Stakeholder Definitive Stakeholder Farlige Stakeholder Afhængige Stakeholder Krævende stakeholder Presserende behov

le r ol Koordinator Afslutter Holdkammerat B es lu tn in gs r e ig el sk r ne lle en ro M Belbins teamroller Ressourceopdager Udfører Opfinder Skaber Specialist Overvåger Intellektuelle roller

Mechanistic vs. Organic Managementstyle Mechanistic Organic Specialized differentiation and definition of tasks in the organization Hierarchical supervision and reconciliation of problems Precise definition of job responsibilities, methods, rights and obligations. (Perceived) location of superior knowledge at the top of the hierarchy. Vertical interaction of individuals between subordinate and superiors. Insistence on loyalty to organization and obedience to superiors. More prestige attached to job than to general knowledge, experience and skills. Contributive nature of special knowledge to the total concerns of the organization. Redefinition of tasks and responsibilities through interaction with others. Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty. Network structure of control, authority and communication. Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue. Lateral, rather than vertical, direction of communication. Communication consists of information and advice rather than instructions and decisions.

Broad consensus Charisma Religion Folklore Leadership Tools Role modelling Vision Salesmanship Rituals Culture Tradition. Tools Demorazy Apprenticeship Negotiation Strategic planning Role definition Financial incentives Hiring and promotion Control systems Threats Power Tools Fiat No consensus Extent to which people agree on what they want The Four Types of Cooperation Tools Coercion No consensus Transfer pricing Management Tools Training Measurement systems Standard operating procedures Broad consensus Extent to which people agree on cause and effect

The Conversion Model of Brand Loyalty Your brand Secure users Entrenched Average Vulnerable users Shallow Convertible Open non-users Available Ambivalent Unavailable non-users Weakly Floating voters Competitive brands Strongly

on i t a v o n In st e t l fe Thinking outside the box NY KAOS ORDEN GAMME L

The AI Model KONSTRUKTIV ”Ja, og …” ”Nej, fordi …” NEGATI V POSITI V ”Nej! ” ”Ja, men …” DESTRUKTIV

Statusmodellen EGOISTISK Nouveau riche TJENT Brugt på … Vinderne findes på denne side Børn af rige forældre Tjent på … ARVET Gaml e peng e Green SUV’ers ALTRUISTISK