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Ulrich Hinsen
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Ulrich Hinsen | Führungskommunikation. www.ulrich-hinsen.de
Ulrich Hinsen | Führungskommunikation. www.ulrich-hinsen.de

2,928 followers
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Büsum | Sunset

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Unser Ziel ist es, auch weiterhin die größte und beste Audio-Enzyklopädie in Sachen Management und Führung zu bleiben.

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Es ist an der Zeit ... Ulrike Gastmann liest Erich Kästner | Besagter Lenz ist da.

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Scenario-based strategic planning | Developing strategies in an uncertain world

„The challenges that managers are facing has changed over the last few years. […] Traditional tools of strategic planning are in most cases not really adequate for this kind of environment anymore, what is needed is not only to plan for just one direction, one strategic path, but rather […] a possibility to react to changes, so called flexible strategies. And that is something that we want to provide with our approach scenario-based strategic planning.“, explains Prof. Wulf.

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Light Footprint Management | http://www.management-radio.de/light-footprint-management-strategic-management-2/

In a recent study, Roland Berger Strategy Consultants, looked at how fifty firms from a range of industries and with different maturity levels are adapting to the new VUCA world. Some stood out as clear „meta-winners“ – firms so singular that they are game-changers in their industry and in some cases have even created a whole new industry segment. Many of these meta-winners were born into a world where VUCA was already the norm. A few of them are known around the world, including Google, Amazon, Facebook and Apple. „There are three main characteristics of meta-winners.“, explains Roland Berger expert Christophe Angoulvant, Senior Partner in Paris, „First one is, that they have a different strategy with radically different resource relocations in terms of supply chain. Secondly they’ve reached a certain level of size above 3 Billion Euros of market value or equivalence and thirdly most of them are still local companies that are targeting global positioning.“ Main features of the VUCA-adapted „Light Footprint“ company are: It is modular in structure, extremely centralized and extremely de-centralized at the same time, hungry for collaborations and partnerships, because they add less weight than acquisitions, secretive, because its competitive actions rely on the element of surprise and very conscious of the consequences of its actions for others.

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Ein paar Tage Potsdam 😎😘😎
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07.09.16
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Zurück im Job ... | Nach längerer/notwendiger Pause zurück im Job: http://www.ulrich-hinsen.de
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Die neue RadioWoche steht. Montag, ab 07.00 Uhr unter www.management-radio.de
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