The Oticon Case

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