About CMW Management

CMW Management was founded in 2002 by Michael Wallenius. At CMW Management we care especially much for leadership, management and innovation. We stand in a sweet spot in-between the customer and technology, to bring good to the end user.

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info@cmwmanagement.se
+46 (0)703 200 200

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Based on studies prepared by Michael Wallenius and Daniel Westerstål in 2010.

We all seek guidance and listen to people in our vicinity that seemingly have experience and can teach and tell good stories that brings good thoughts on how to handle different situations. I believe this applies to any person and any leader, disregarding at what level of management experience they have. And I strongly believe that in whatever level of management experience you find yourself in, you should seek inspiration, guidance and experience from outside of your existing situation. Otherwise it is easy to miss out on important angles and opportunities.

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There is an insightful article written by Steve Denning on the topic of having an outside-in perspective on customer satisfaction and making the customer delighted through listening to their needs instead of pushing products to the customer (inside-out). I will argue for leaders to develop trusting leadership instead of strong leadership.

A discussion in a group at LinkedIn on innovation management asked if it is possible to create an outside-in creativeness in innovation without a “confident top-down leadership”. It is argued that there is a need of “STRONG” leadership in opposite to inside-out.

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Mark W. Johnson has written an interesting piece of text on the subject of innovation in Bloomberg Businessweek. “Clarifying Innovation for Success” is the name of the article and (you find it here) it is trying to give the reader a picture on what innovation and invention is and what it isn’t. I would say that Mr Johnson manages to touch the area in a good manor, and it ends with a special touch. I tend to agree with all that is written in the article and I will below try to complement the article with some of my own thoughts.

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An entrepreneur has got the best and the worst job possible, at the same time. The entrepreneur needs to fit in so many different situations and do so many tasks in his first year of operation that it is virtually impossible to perform well in all of them. This is definitely supported throughout litterature on the topic. One of them I read just recently, which spurred me to this blog article where I mix my own experiences with comments to the article written in Harvard Business Review on Entrepreneurship (Harvard Business School Press, 1999).

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Do you have a good idea that you are about to release to an expecting market? A market that will wonder how they earlier at all could have managed without your innovation? Then you are up for a really good time. I urge everyone to do this, at least once in your lifetime. Let the dwelling entrepreneurship skills in you take place! It makes you grow and learn in a way that you never get in an employment situation.

But at the same time I want to give you a word that may get you to sit down and think through what you are about to do. Since it may, at the same time as it gives you your best time in your life, give your worst nightmares ever. It may result in horrible times, work fatigue and personal bankruptcy. Here you can use a military expression:

Only the prepared survive!”

I consider myself by no means to be an incredibly successful entrepreneur, who has made trillions of money on an IPO or a buy-out, or created serials of successful startups. Unfortunatelly. But I still have my experiences and lessons learned that I may share with you, if you decide to read on…

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Econsultancy published in an article the result of a study on how an innovative company has prepared themselves for success through innovation. You find the article here. The background to that article was a prior published article on the same topic. I find the extracts from the study very interesting. Some of the comments are worthy praise and some not, in my humble opinion.

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There is a saying that we shouldn’t re-invent the wheel over and over again, which I in general find as a sound advice. Instead we should innovate! This is also especially brought forward by several several platform providers. They use this as a reason for them to tell us all that the only software platform we need is their super platform, since it is capable of connecting everything with everyone, and dig out the best available ideas from everyone, if you just have enough deep pockets to engage the needed consultancy hours to allow everything to connect to everyone. But there is a reason to question this old saying. Why?

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A common task: Define us a strategy that is profitable and support the board of directors in making the right decision.

A common result: You create an adopted strategy document that will make the board of directors make the right decision.

Mark the word adopted. You want to make this right, right? You want the board of directors to understand that you are capable of getting the numbers right, so that they don’t have to doubt that what they want, the business needs and what the business can afford is a well founded strategy that has the possibility of being well funded. That can only be done if everyone has the understanding that this is a profitable strategy, which is communicated through your nicely formulated strategy document.

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