For a long time, SWOT has been among the most popular strategic analysis tools that both managers and consultants use regularly. But if you ask me, a SWOT analysis all too often ends up being a waste of time and energy – and can do more harm than good. For a little insight into the problems of the SWOT method, and my suggestion for a better alternative, read on!
The majority of Danish SMEs do not have an IT strategy and lack digital direction, and this lack prevents them from having a successful digital transformation into the US market. The good news is that once Danish SMEs increase their digital capacity, their potential to do well in the US is great.
The Corona crisis has given many companies a much-needed digital boost. Both employees and business leaders have now experienced that it is possible to create value through digital tools and online collaboration.
A successful business model always considers the needs of the customers, and the news media have neglected exactly that for many years. Discover why in this article. In it, I’ll investigate the crisis-ridden Danish media and suggest three focus areas that can help the industry.
In facing the challenges of Covid-19 we have learnt a lot in relation to the potential of digital collaboration, and how it is possible to achieve remarkable efficiency gains working online. This article explores these lessons.
Creating value together – that is the foundation for a good collaboration! In this blog post, I lift (some of) the veil on how I concretely enter into my value-based consultancy collaborations. Eventually, you can be inspired by four companies’ experiences with value-based pricing.
Public and private companies have to stop paying external IT consultants by the hour. They should instead jump into a collaborative model by paying fixed fees based on what the consultant will add in value.
“What is the best approach to creating an IT strategy?” This is a question that I have been asked many times – along with a “What is your best practice strategy template?”. The reality is, however, not that it is not that simple – and there is no specific and final answer.
In the following will be scrutinized five concrete behavior patterns (typologies) that can come into play in touch with conflicts or negotiations. The tool is based on Thomas-Kilmann Conflict Mode Instrument (TKI). For the sake of clarity, the term ‘negotiation styles’ will be utilized throughout the rest of this article.