The Oticon Case

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(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
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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.
  
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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.  
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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.
  
  
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Oticon is a danish hearing manufacturer that undergo a radical change during the 90s. The  
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=The Spaghetti organisation=
  
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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).
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Description of the organisation.
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Contents [hide]
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1 Project Portfolio Uncertainty Dimensions
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=Management of change and portfolio management=
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2 Project Portfolio Success
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3 Correlations between Risk Management and Project Portfolio Success
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??
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4 A Project Portfolio Risk-Opportunity Identification Framework
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4.1 Steps of the Framework
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=Sense making=
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4.2 Interdependence Model
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4.3 System-Environment Model
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How Kolind create a clear direction.
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4.4 The Risk-Opportunity Register
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5 Conclusion
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=Effective communication=
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6 References
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[edit] Project Portfolio Uncertainty Dimensions
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How and what did he communicate.
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=Alignment=
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How he aligned the interests of all the stakeholders and involved them

Latest revision as of 23:56, 13 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

[edit] The Spaghetti organisation

Description of the organisation.

[edit] Management of change and portfolio management

??

[edit] Sense making

How Kolind create a clear direction.

[edit] Effective communication

How and what did he communicate.

[edit] Alignment

How he aligned the interests of all the stakeholders and involved them

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