Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
The Value Network And Why You Can’t Pretend it isn’t There  June, 14, 2010 [email_address]
Value Chain <ul><li>The activities build the chain </li></ul><ul><li>Actors not easily substituted </li></ul><ul><li>Barri...
The Times They are Changing... <ul><li>Higher demand for performance/cost ratio </li></ul><ul><li>Operational knowledge mo...
and... The world becomes more complex and value networks emerge where the actors are constructed by the logic of the netwo...
Implications <ul><li>Low barriers of entry </li></ul><ul><li>High risk of non-voluntary exit </li></ul><ul><li>Old “truths...
The Name of the Game: Positioning <ul><li>Understand the potential of a position </li></ul><ul><li>Influence the network <...
Communicative Leadership Co-ordination & Performance Down-streams Ideological positioning Broaden, balance Broaden, balanc...
Ideological Leadership <ul><li>Create the vision </li></ul><ul><li>Enabling the vision in the moment </li></ul><ul><li>Liv...
Contextual Leadership <ul><li>Understanding of context </li></ul><ul><li>Support the ideological leadership </li></ul><ul>...
The Mission Take responsibility for the communicative ability of the organisation Process Structure Social interaction Env...
Contextual Leadership System Designer Mediator Coach Influencer
The System Designer <ul><li>Mission:  To develop the communicative  </li></ul><ul><li>efficiency in processes and structur...
The Mediator <ul><li>Mission:  To lead the sense-making process </li></ul><ul><li>creating operational meaning </li></ul><...
The Coach Mission: Develop the communication skills of  others.  <ul><li>Identify deficiencies </li></ul><ul><li>Analyse t...
The Influencer Mission:  Influence others to change of  perspectives <ul><li>Mandate to be the “Jester in the Kingdom” </l...
You better start swimming or you sink like a stone, ´cause the times they are a´changing Bob Dylan
What... <ul><li>...signs of the change of value chains to value networks do you see? </li></ul>
What... <ul><li>...are the challenges for your organisation? </li></ul>
What... <ul><li>... potentials do you see for your professional role? </li></ul>
What... <ul><li>...”communication darlings” will be altered or killed? </li></ul>
Upcoming SlideShare
Loading in …5
×

Sven hamrefors

1,300 views

Published on

Published in: Education, Business
  • Be the first to comment

Sven hamrefors

  1. 1. The Value Network And Why You Can’t Pretend it isn’t There June, 14, 2010 [email_address]
  2. 2. Value Chain <ul><li>The activities build the chain </li></ul><ul><li>Actors not easily substituted </li></ul><ul><li>Barriers of entry </li></ul><ul><li>Stability in action inhibits change </li></ul><ul><li>Institutionalization </li></ul><ul><li>High efficiency but low effectiveness </li></ul>A B C D CUSTOMER Up-streams Down-streams
  3. 3. The Times They are Changing... <ul><li>Higher demand for performance/cost ratio </li></ul><ul><li>Operational knowledge more important as production factor </li></ul><ul><li>ICT as a connecting factor </li></ul><ul><li>So, everybody are seeking for help... </li></ul>
  4. 4. and... The world becomes more complex and value networks emerge where the actors are constructed by the logic of the network A B C D E F G CUSTOMER Up-streams Down-streams
  5. 5. Implications <ul><li>Low barriers of entry </li></ul><ul><li>High risk of non-voluntary exit </li></ul><ul><li>Old “truths” are dismissed </li></ul><ul><li>Institutions fall </li></ul><ul><li>Less stability </li></ul><ul><li>More dependency </li></ul><ul><li>Higher speed </li></ul><ul><li>Innovation becomes more important and so does communication... </li></ul>
  6. 6. The Name of the Game: Positioning <ul><li>Understand the potential of a position </li></ul><ul><li>Influence the network </li></ul><ul><li>Exceed expectations </li></ul>
  7. 7. Communicative Leadership Co-ordination & Performance Down-streams Ideological positioning Broaden, balance Broaden, balance Contextual positioning Co-ordination & Performance Up-streams A combination of ideological & contextual leadership Contextual positioning
  8. 8. Ideological Leadership <ul><li>Create the vision </li></ul><ul><li>Enabling the vision in the moment </li></ul><ul><li>Live the vision </li></ul><ul><li>Enable direct performance </li></ul>
  9. 9. Contextual Leadership <ul><li>Understanding of context </li></ul><ul><li>Support the ideological leadership </li></ul><ul><li>Relationship development </li></ul><ul><li>Communicative strength of the organisation </li></ul>
  10. 10. The Mission Take responsibility for the communicative ability of the organisation Process Structure Social interaction Environmental influence Aiming to support conceptual focus & variability in action
  11. 11. Contextual Leadership System Designer Mediator Coach Influencer
  12. 12. The System Designer <ul><li>Mission: To develop the communicative </li></ul><ul><li>efficiency in processes and structures </li></ul><ul><li> </li></ul><ul><li>Influencing early in the development </li></ul><ul><li>Balance operational and cognitive effects </li></ul><ul><li>Broaden system perspective </li></ul><ul><li> </li></ul>
  13. 13. The Mediator <ul><li>Mission: To lead the sense-making process </li></ul><ul><li>creating operational meaning </li></ul><ul><li>Identify potential stakeholders of an issue </li></ul><ul><li>Analyse their rational </li></ul><ul><li>Activate the stakeholders </li></ul><ul><li>Initiate and lead the negotiation </li></ul>
  14. 14. The Coach Mission: Develop the communication skills of others. <ul><li>Identify deficiencies </li></ul><ul><li>Analyse the situation </li></ul><ul><li>Give situational support </li></ul><ul><li>Integrate in system </li></ul>
  15. 15. The Influencer Mission: Influence others to change of perspectives <ul><li>Mandate to be the “Jester in the Kingdom” </li></ul><ul><li>Good analysis of inclination to change </li></ul><ul><li>Efficient scanning </li></ul><ul><li>Constructive “manipulation” </li></ul>
  16. 16. You better start swimming or you sink like a stone, ´cause the times they are a´changing Bob Dylan
  17. 17. What... <ul><li>...signs of the change of value chains to value networks do you see? </li></ul>
  18. 18. What... <ul><li>...are the challenges for your organisation? </li></ul>
  19. 19. What... <ul><li>... potentials do you see for your professional role? </li></ul>
  20. 20. What... <ul><li>...”communication darlings” will be altered or killed? </li></ul>

×