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Leaders/managers must also be competent professionals and able to navigate at their specific level in the organization; they must know the unspoken and spoken rules on how to behave and communicate between other power persons (leaders) to be able to achieve the needed results/goals. Often this competence is not mentioned among the present theory about […]
July 1, 2011
Change-people should apply for operational oriented jobs to gain more influence on the company essential work processes and thereby optimize product value. I experience a strong tendency where change-people is often found in change dominated departments or companies where they can be with mind-fellows and talk change-language. Thereby they often reduce their role to merely […]
February 3, 2011
To be understood; Chief Innovation Officers should present their innovation initiatives in a hard-core operational manner! I acknowledged this when attending a splendid lecture about leadership and innovation last week. During the session I reflected about the statement, “Chief Innovations Officers have a tough job convincing the CEO and other top officers in the company […]
October 19, 2010
Svaret er, at kreative mennesker kan bruge moderne læring til noget, fordi netop forståelse for moderne læringsprocesser bedre sætter dem i stand til at facilitere og understøtte sociale processer, hvor man sammen konstruerer nyt. Læring = forandring = udvikling. Svaret på spørgsmålet kan rammesættes ved at undersøge, hvad der forstås ved læring og hvad læringsprocessen […]
July 30, 2010
Perspectives on fluent and firm. FLUENT: CHANGE AND DEVELOPMENT Nurtured by challenges and curiosity – development, transformation and change can be seen as absolutes in human behavior. The same can be said about firmness. FIRM: THE EXISTING Firm is another word for traditional, the existing and being. Influenced by our need for stability, safety and […]
Collaborativeman 
June 5, 2012
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