The Oticon Case: the Spaghetti organisation
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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. | ||
| + | =Context= | ||
| − | =The Spaghetti organisation= | + | ==Management of change and portfolio management== |
| + | |||
| + | The importance of a good porfolio management when dealing with a change. Is it necessary/a good idea?? | ||
| + | |||
| + | ==The Spaghetti organisation== | ||
Description of the organisation. | Description of the organisation. | ||
| − | = | + | =Challenge= |
| − | + | From hierarchical organization to project oriented organization | |
| − | =Sense making= | + | =Solution= |
| + | ==Sense making== | ||
How Kolind create a clear direction. | How Kolind create a clear direction. | ||
| − | =Effective communication/Sense giving= | + | ==Effective communication/Sense giving== |
How and what did he communicate. | How and what did he communicate. | ||
| − | =Aligning= | + | ==Aligning== |
How he aligned the interests of all the stakeholders and involved them | How he aligned the interests of all the stakeholders and involved them | ||
| − | =Enabling= | + | ==Enabling== |
Remove obstacles and create conditions to empower the others to implement the change | Remove obstacles and create conditions to empower the others to implement the change | ||
| − | =Supporting= | + | ==Supporting== |
Support the others through the change | Support the others through the change | ||
Revision as of 10:02, 15 September 2015
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.
Contents |
Context
Management of change and portfolio management
The importance of a good porfolio management when dealing with a change. Is it necessary/a good idea??
The Spaghetti organisation
Description of the organisation.
Challenge
From hierarchical organization to project oriented organization
Solution
Sense making
How Kolind create a clear direction.
Effective communication/Sense giving
How and what did he communicate.
Aligning
How he aligned the interests of all the stakeholders and involved them
Enabling
Remove obstacles and create conditions to empower the others to implement the change
Supporting
Support the others through the change
