Posts Tagged ‘Leadership’

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

Why is it hard to be a good manager?

fredag, augusti 6th, 2010

The world seems slowly to recover, we are back in black again. Even banks in the UK are back, Greece are progressing and maybe there is a light of hope. There will always be tuff times, good times and new challenges to deal with. As a leader you know that. But why is it so difficult to act on long term objectives? I think we can see the answer in what happening in the world in general. Let’s take Greece as an example, people go nuts about what has to be done just as we can see in the business society where owners and employees demand quick fixes and turn a deaf ear to. Long term perspective, strategic thinking, risk assessments, contingency plans (B,C and D) as well as living your values every single day is sometime considered as inefficient, fuzzy and uphill’s.

So is this it? Shall we give up? Of course not. The key lies in the agenda of the owners and the senior management. If you want to be a good leader delivering sustainable results building value over time you should openly take a debate about what value means, to whom and what’s important short term, midterm and long term. Also make sure you focus on, and win, the stakeholders with influence and power making sure they understand the layer of objectives and how they are interlinked as well as the imperative of sticking to one’s over all objectives. Its hard work constantly enrolling and building confidence among owners, employees, your management team, customers and the society in general. Or as cynical friend once said to me; as CEO, choice your owners carefully…

New demands on leadership

söndag, maj 9th, 2010

In a blog post on Harvard Business review Bob Johansen write that it will be new demands on leadership in the future of cause accompanied with very predictable comments on the theme business as usual. He point out that leaders now and in the future has to be more agile at the same time strategic and masters in handling dilemmas. He write that Volatility, uncertainty, complexity, and ambiguity will get worse in the future. Solvable problems will still abound, but top leaders will more often have to make decisions and try to win when it comes to dilemmas with no solution. Or as an old friend of my call it – nasty problems.

In a new survey McKinsey & Co point out that the global economy faces significant challenges as it continues to integrate, 63 percent of the respondent expect increased overall volatility to become a permanent feature of the global economy, and another 23 percent see sharply higher levels of volatility that will undermine the economy’s robustness.

In the blog post Mr Johansen also write that leaders will need to make the links and organize people for action — yet also protect against dangerous or dysfunctional connectivity. Recently we could read about how the large Indian IT vendor Infosys got into huge trouble when a large number of employees were posting angry posts in YouTube, Facebook and Twitter. This is unique, and Infosys management was totally of control. One example on how the new interconnected and volatile world work and look like.

To be able to act and deliver results Bob Johansen point of ten important managerial skill to look for, rank yourself below.