The Oticon Case - Revision history

S131882 at 21:56, 13 September 2015

2015-09-13T21:56:21Z

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	=The Spaghetti ~~Organisation~~=		=The Spaghetti organisation=

	Description of the organisation.		Description of the organisation.

S131882 at 21:53, 13 September 2015

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 =The Spaghetti Organisation=
 =Sense making=
 =Effective communication=

S131882 at 21:48, 13 September 2015

2015-09-13T21:48:13Z

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	~~The Spaghetti Organisation~~


	The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.		The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.

S131882 at 21:47, 13 September 2015

2015-09-13T21:47:48Z

← Older revision		Revision as of 21:47, 13 September 2015
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	The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.		The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.

	The program of that change was extremely complex due to the numerous parts, interactions and the behaviours produced as a result of those interactions. Therefore, it was crucial a strong leadership in order to create clear directions and ensure effective communication to speed up the "sense-making process". This article aims to analyse the leadership of Lars Kolind in order to highlight which points lead to the successful implementation of the change.		The program of that change was extremely complex due to the numerous parts, interactions and the behaviours produced as a result of those interactions. Therefore, it was crucial a strong leadership in order to create clear directions and ensure effective communication to speed up the "sense-making process". This article aims to analyse the leadership of Lars Kolind in order to highlight which points lead to the successful implementation of the change.

S131882 at 21:47, 13 September 2015

2015-09-13T21:47:12Z

← Older revision		Revision as of 21:47, 13 September 2015
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	==The Spaghetti Organisation==		=The Spaghetti Organisation=

	=Sense making=		=Sense making=

	=Effective communication=		=Effective communication=

S131882 at 21:46, 13 September 2015

2015-09-13T21:46:46Z

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	=The Spaghetti Organisation=		==The Spaghetti Organisation==

	=Sense making=		=Sense making=

	=Effective communication=		=Effective communication=

S131882 at 21:45, 13 September 2015

2015-09-13T21:45:48Z

← Older revision		Revision as of 21:45, 13 September 2015
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	The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.		The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.
	The program of that change was extremely complex due to the numerous parts, interactions and the behaviours produced as a result of those interactions. Therefore, it was crucial a strong leadership in order to create clear directions and ensure effective communication to speed up the "sense-making process".		The program of that change was extremely complex due to the numerous parts, interactions and the behaviours produced as a result of those interactions. Therefore, it was crucial a strong leadership in order to create clear directions and ensure effective communication to speed up the "sense-making process". This article aims to analyse the leadership of Lars Kolind in order to highlight which points lead to the successful implementation of the change.

	“It was at that point that we reached a sort of breakpoint. I realised the competitive situation was extremely difficult because we were up against all the big boys you can imagine – Siemens, Philips, Sony, 3M, and AT&T. My analysis was that we could never beat them in financial resources; we could never beat them at marketing or on brand because they all had fantastic brands. We could never beat them on technology, so we had to find something that we could do in a unique fashion. That led me to believe that if we could design a uniquely innovative, fast moving, efficient organisation, then this is something they could never replicate.”

	~~This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view.~~ The Spagetti organization was the result of a radical change that undergo Oticon, a danish hearing manufacturer, during the 90s. The success of such revolution significantly relied on the leadership of Lars Kolind, the CEO at that time.		=The Spaghetti Organisation=

			=Sense making=

	~~Oticon is a danish hearing manufacturer that undergo a radical change during the 90s. The~~		=Effective communication=

S131882 at 21:43, 13 September 2015

2015-09-13T21:43:07Z

← Older revision		Revision as of 21:43, 13 September 2015
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	The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company ~~that allowed them~~ to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. ~~Therefore, they couldn't~~ compete ~~neither~~ on financial resources ~~nor in~~ marketing ~~nor in technology~~. The only way ~~that Kolind find~~ to remain competitive was to create an innovative fast-moving organisation, something that they ~~big companies would~~ never ~~be able to~~ replicate.		The Spaghetti organisation was the result of a radical change that undergo the danish hearing manufacturer Oticon. When in 1988 Lars Kolind took over as the CEO, the market share of the company had dropped dramatically. That situation called for a revolution in the company in order to remain competitive. Back then, the company was up against big companies like Siemens, Philips, Sony, M3 and AT&T. It was impossible to compete against them on financial resources, technology or marketing. The only way to remain competitive was to create something that they big companies would never be able to replicate: an innovative fast-moving organisation.
			The program of that change was extremely complex due to the numerous parts, interactions and the behaviours produced as a result of those interactions. Therefore, it was crucial a strong leadership in order to create clear directions and ensure effective communication to speed up the "sense-making process".

			“It was at that point that we reached a sort of breakpoint. I realised the competitive situation was extremely difficult because we were up against all the big boys you can imagine – Siemens, Philips, Sony, 3M, and AT&T. My analysis was that we could never beat them in financial resources; we could never beat them at marketing or on brand because they all had fantastic brands. We could never beat them on technology, so we had to find something that we could do in a unique fashion. That led me to believe that if we could design a uniquely innovative, fast moving, efficient organisation, then this is something they could never replicate.”

	This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view. The Spagetti organization was the result of a radical change that undergo Oticon, a danish hearing manufacturer, during the 90s. The success of such revolution significantly relied on the leadership of Lars Kolind, the CEO at that time.		This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view. The Spagetti organization was the result of a radical change that undergo Oticon, a danish hearing manufacturer, during the 90s. The success of such revolution significantly relied on the leadership of Lars Kolind, the CEO at that time.

S131882 at 21:12, 13 September 2015

2015-09-13T21:12:34Z

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-Leadership in the Spaghetti Organisation
+The Spaghetti Organisation
 This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view. The Spagetti organization was the result of a radical change that undergo Oticon, a danish hearing manufacturer, during the 90s. The success of such revolution significantly relied on the leadership of  Lars Kolind, the CEO at that time.
 Oticon is a danish hearing manufacturer that undergo a radical change during the 90s. The

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2015-09-13T20:27:17Z

Created page with "Leadership in the Spaghetti Organisation This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view. The Spagetti orga..."

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Leadership in the Spaghetti Organisation

This article aims to analyse the leadership in the Spagetti organization from a portfolio management point of view. The Spagetti organization was the result of a radical change that undergo Oticon, a danish hearing manufacturer, during the 90s. The success of such revolution significantly relied on the leadership of Lars Kolind, the CEO at that time.

Oticon is a danish hearing manufacturer that undergo a radical change during the 90s. The

This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.[1] It has been widely accepted that Risk management is an important part of Project Management. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities [2]. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. [3] The information available regarding risk management at portfolio level is fairly scarce. Methods like Monte Carlo Simulation of Risk can be used to create efficient frontier charts in order to best as possible choose risk/return balance within the portfolio. Numerical methods are however often associated only with risks (known unkowns) and not uncertanties (unknown unknowns).
Contents [hide]
1 Project Portfolio Uncertainty Dimensions
2 Project Portfolio Success
3 Correlations between Risk Management and Project Portfolio Success
4 A Project Portfolio Risk-Opportunity Identification Framework
4.1 Steps of the Framework
4.2 Interdependence Model
4.3 System-Environment Model
4.4 The Risk-Opportunity Register
5 Conclusion
6 References
[edit] Project Portfolio Uncertainty Dimensions