You know the saying "culture eats strategy for breakfast" by Peter Drucker. It's so worn out, isn't it? Only because it&#3

I posted this picture on LinkedIn a week ago together with some open questions in hope for some engagement on the interesting subject of merger integration - one of the most challenging and critical phases related to M&A. It seemed to resonate well with the views of those who dared to comment or like. We had a few good comment exchanges and now I’d like to summarize the thinking behind the picture, including the views provided. If you have some other views to add, you´re welc

Elämme suhdannehuipulla. Työllisyys kehittyy vahvasti, kisa osaajista on kiivas, pörssikurssit ovat yhdeksän vuoden huipussaan ja aurinkokin on lämmittänyt hellelukemiin jo toista viikkoa. EK:n tuorein suhdannebarometri antaa uskoa hyvien aikojen jatkumisesta, vaikka sää hieman viilenisi nykyisestä. Sijoitusammattilaiset ovat kuitenkin hiljattain alkaneet puhua riskin vähentämisestä, ei kovaan ääneen, mutta silti. Suhdannehuippu on juuri sitä - huippu, joka uhkaa taittua aika

Since mid-October I’ve written seven short posts based on reflection over my leadership experience over the years. These are my TOP 7: Drive the culture by positive values Establish a strong vision Engage, empower and enable people Provide transparency Balance urgency with patience Solve problems promptly Care about people I believe many of you agree that these are key elements of good and impactful leadership. The list has helped me pay attention to the aspects I have define

The final element of my 7 step leadership suite – caring about people, is really the foundation of it all. People tend to respond positively to those who show that they care about them. So, if you care, then show that you care - in a natural way. If you’re not a people person, then you will likely have some challenges in getting positive validation for your leadership. People will feel if you are real or not. That makes all the difference. Despite tough targets and high press

A typical reaction to problems is that the more difficult and personal they are, the more distance is taken between the parties concerned. How counter productive isn’t that? Through the previous steps of Impactful leadership (#1-5, linkes below) you have built a high performing organization that’s on its way to solve basically any challenge ahead. However, there will occasionally be some problems that will need your close attention. Try to read weak and early signals and act

A sense of urgency is obviously important when aiming for tangible and timely results. By 1) driving the culture with positive values, 2) establishing a strong vision, 3) engaging, empowering and enabling people and 4) providing transparency, you have set the scene for healthy urgency and enabled people to act accordingly by trusting them (see links below). Now, you have to be loyal to the atmosphere of trust you have instilled. That means you also need to show patience trust

The more people share information, the better they are equipped to make sound and favorable decisions. Therefore, aim to foster a culture of

3 steps to release the energy of your organization

As a leader in a new organization, one of your key aims is to form a vision of the future state of the business or area of responsibility yo