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Posts Tagged ‘Performance Management’

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.

Nu sker förändringar som är hälsosamma

onsdag, maj 27th, 2009

Jag har genom åren mött på företagsledare som har ett simplistiskt beteende, en sanning. En enkel sanning som de kortsiktigt blir framgångsrika på. Men när turen vänder så rasar det fort. Detta ser vi nu i en rad bolag, hur VD:ar med förenklad världssyn försatt sina aktieägares bolag med anställda och kunder i omöjliga situationer samtidigt som kunder, anställda och aktieägare låtit sig hänföras av toner till förenklade dogmer. Skiften sker, men underkurer till locktoner är sällan annat än skimmer och dimridåer, ibland utan syfte och ibland med en diabolisk plan.

Hela poängen är att göra det omöjliga möjligt, men inte genom varmluft utan genom att tänka nytt och utanför boxen. Man måste vara modig, men inte dumdristig. Man måste vara slug, men inte oärlig. Man måste vara medryckande, men inte manipulerande.

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Magnus