Archive for the ‘Human Resource’ Category

2,5 years later, a dubble turn-aound and a post merger

fredag, september 12th, 2014

Now the assignment is closed and results delivered. I maintain status as investor in this fantastic venture.  In 2,5 years the assignment has resulted in turning Digital Inn from a 30 M reseller with losses into Scandinavia’s #1 onsite and ecommerce Apple profitable reseller with an annual 50M sales. Shifted from a traditional retailing strategy to a premium branded multichannel supplier of Apple and its surrounding ecosystem, including the start of a large B2B Apple venture.

Some Highlights:

• Analysed operations; reduced costs; increased profit margins through innovative and strategic work, positioning and assortment work; and optimised inventory and processes.

• Created and executed a turnaround plan that included acquisition, integration and turning around a major competitor.

• Improved gross margins.

• Automated and digitalized sales, marketing, logistics and management systems.

• Introduced an innovative omni-channel approach of selling, supplying and balancing goods in all channels (on and offline).

• Increased stock rotation and reduced stock levels.

For the swedish audience, there is a detailed reportage describing the turn-around. Please read it here.


Certified Talent Management Officer

lördag, april 30th, 2011

For some time now have Area Of Excellence, where I have the privilege of being Chairman of the Board, developed a certified training program in Talent Management. The training program has been developed, and delivered in collaboration with the Swedish Computer Association. We collected a number of really sharp trainers (Swedish and international) as well as the latest scientific developments in Talent Management. Personally, I hold in the initial block … Will be really fun and challenging.

At its core, talent management is about following;

  1. Reduce the aquistion cost of human capital, i.e. strong employer branding and offer to the talent market as well as onboarding programs
  2. Increase the return on human capital, i.e. get the most from development, career coaching, performance management, coaching, etc.
  3. Extend period of depreciation of human capital, i.e. reduce staff turnover to healthy levels where people come to work and give the iron
  4. Optimizing human capital cost structure, i.e. optimize the tax and labor costs by national and international sourcing/allocation

We want to strengthen Sweden’s competitiveness and be better able to attract, retain and develop our talents and you are welcome to help and spread the word by sending the link below through to HR executives, CEOs, directors, business development and perhaps a consultant managers who you think will benefit of this

The best moble learning app is awarded in Sweden

lördag, mars 26th, 2011

The Swedish Learning Award 2011 is completed and the winner selected. Guess if I am a proude chairman of Lexicon Interactive as they won in the category mobile learning. The winning contribution was a complete new kind of App for the Swedish Addison Society, and the motivation was “Addison is a serious fatal disease that requires constant attention to immediate life-saving measures if it would end up in an Addison crisis. This mobile application contains everything you need to know about this disease and the steps required for an acute Addisonian crisis; for healthcare professionals for information about how medication and for families there are both depth background information about the disease and a guide to what information you need to notify SOS Alarm in crisis mode.”


How increased interest open opportunities for countries like Sweden

lördag, mars 12th, 2011

At the moment many Swedish manufacture plants are bought by BRIC players which are an interesting phenomenon as the interest is increasing meaning that there are reasons beyond low interest here. Historically European countries like Sweden has had a low interest which has lead to investments in automated manufacturing plants competitive with labor intensive manufacturer in the BRIC area, we can find examples like Flextronics. However, in recently bought manufacturing plants it is different. Indian Bahra Forge bought Kilsta plants in Karlskoga, Sweden to manufacture crankshafts, Suzuki Metal bought wire manufacturer Garphyttan and Indian Kemwell bought two pharmaceutical factories in Uppsala. Why?

It seems like access to raw material, skilled operators, localizations as well as sustainability and environmental issues play a role here. Taking a financially point of view it seems like the interest gap between west European countries and the BRIC region plays a important part in the managerial decision making process as high tech plants cannot be replaced with low cost labors in BRIC, nether access to raw material, leading to comparative advantages in relative lower interest (even if it is increasing in absolute terms), skilled operators, knowledge workers as well as local and secured access  to raw material in a stable region.

How can we use the comparative advantage as a west European nation? First of all, we can compete on the global market with high tech production, skilled operators and industrial knowledge workers. Internally within the EU market there is an opportunity for entrepreneurs here; Supply and development of global talents, training, R&D, as well as building and developing infrastructure.

The world’s best company to work for

tisdag, januari 25th, 2011

Today Hey Group release their Global Top 20 companies for leadership, top five at the list was:

  1. General Electric
  2. Procter & Gamble
  3. Intel Corporation
  4. Siemens
  5. Banco Santander

Two European firms formerly outside the 2009 top 20 – Siemens and Banco Santander – have jumped straight into the 2010 top 5. BASF is a new arrival from Europe too. Some intressting key findings was

  • 90% of the Best Companies expect employees to lead, regardless if they have a formal position of authority.
  • 90% of the Best Companies collect best practices for leadership development from subsidiaries and share them across the organization.
  • Cultural diversity has allowed 95 per cent of the Best Companies to be more effective at responding to the challenges of competing in a global economy.
  • 100% of the Best Companies have programs designed to develop leaders who can bring together resources across the organization.

Just the other day A Great Place to Work also released their list 2011 FORTUNE’S 100 BEST COMPANIES TO WORK FOR® which is based upon a deeper cultural audit and as far as I can see much more reliable. Their Top 5 on the Fortune list 2011 is:

  1. SAS
  2. Boston Consulting Group
  3. Wegmans Food Markets
  4. Google
  5. NetApp

At the moment the competition takes place around Europe… I get back on that when released the 26th of May. In the mean time have a look at the Swedish list

Talent Management at work

måndag, december 27th, 2010

It is a lot of focus on Talent Management at the moment, and if you ask me it is possible the most important source of success in a globalized world full of possibilities and treats. Today the world is highly competitive, less borders and super-fast mechanisms for transmissions of best practice, knowledge and competences. Innovation and sourcing of skills, knowledge, capabilities and financial funding are the corner stones in today’s world.

As up today Talent Management has been pretty much driving the process of attracting, retaining, develop and transitioning (next move including exit and alumni) human capital. However, by linkage Talent Management to reputation management and Raison d’être the four-phase-model of Talent Management can be the most powerful weapon existing in today’s business eco system:

  1. Attract: Build the Employer Brand and link it to Raison d’être, trust, shared values and transparence as well as balance in effort and benefits. Make sure you never break the brand promise anywhere in the chain of brands (firm, employer, products)
  2. Retain: Secure that all employees are treated fair, understand the rules, feel a balance in what they give up and get (the equity theory), as well as consistent communication and messages to all people in the organization. Make sure there are a clear link the performance management and reward strategies as well as acting in accordance with the over-all brand promises and communicated values.
  3. Develop: Constantly coach for result, skills, capabilities, knowledge and personal development. Plan the next step, short term and long term. Support and coach for stating personal missions and visions and how they are aliened and supported by the firms riason d’tere.
  4. Transition: Suppport and plan for your peoples work-life; short/long term goals, internally/externally. The relations internally as well as externally are what is building up your total brand equity, or in other words the potential future cash flow.

The Talent Market (Recruitment Market + Internal Market) is two out of six markets and shall be as much interlinked into all business decisions as the other markets (Customer Market, Influence Market, Referral market, Supplier Market)

There are several new and fresh consultancy companies growing up around this new mega trend, as well as a bunch of old recruitment and staffing companies trying to transform themselves with mixed success. One of the most progressive and newly started consultancy agency I have found on the Scandinavian market is Area Of Excellence, definitely worth a visit (

Why HR people has difficulties getting attention in Sweden

söndag, juni 27th, 2010

As late as the other day I got it confirmed again. A lot of Swedish HR people does have a dominating PA perspective (PA=personal administration; employee admin) on their function, meaning less business-orientation. Which I also believe is the reason why Swedish HR people complain that they do not get the right attention on C-level. If you are a Swedish reader you can also read an interesting post on Magnus Dalsvall´s blog about the different HR perspective n the Swedish debate

If people are the most scarce and valuable resource (which I happen to believe) then it is crucial working long term and on a strategic level not playing to role of administration or service office. If you want the C-level people’s attention you need to act, not taking the seat in the back complaining about the ride. Grab the wheels instead, or at least act the map-reader.

To give a flavor my perception regarding strategic HR, I would say it is about:

  1. How do I maximize bottom-line impact from attracting, recruiting, retaining, developing and push forward the global talents
  2. How to we nourish a company culture empowering and enrolling the business strategies; E.g. languages, stories, symbols, rituals, and values. Getting all people on the boat
  3. Deploying a reward framework. Fairness and motivation.
  4. Building and strengthen the psychology contract within the organization
  5. Defining and developing the line of sight – what actions and values lead to what and why
  6. Career planning and careers paths linked to the future business objectives and need of resources
  7. Building transfer mechanisms for transferring skills, knowledge and know-how to structural capital making the operation scalable, efficient and less vulnerable

So, please with sugar on the top – stop complain that CEOs and other C-level peoples does not listen or show interest and start acting strategic aligning the most valuable resources with the business objects and vice versa.