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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In an article at Entreprenuer.com (unfortunately not available any longer) sir Richard Branson talks about the importance of having fun being an entrepreneur. You need to quickly forget errors and mistakes made during hard times starting your own business. In my opinion he really hits the nail. And today, when the discussion is all around being agile and failing fast, it may create a lot of frustration which drags your mood down. In the article the examples are pointing at how “funny” his companies has been in e.g. marketing matters, with several crazy, mad and brilliant ideas has been allowed to flourish. It is claimed that he has started more than 200 companies and it certainly seems that he has had his sweet share of fun during his lifetime. But he mentions very little on examples on what has been made to make it fun to work in a Virgin Group company.

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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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In an interesting article at Inc.com by Leigh Buchanan on the 1st of Feb 2011 quotes are made out of a case study performed by professor Saras Sarasvathy at the University of Virginia’s Darden School of Business. The article and the case study is about how successful entrepreneurs go about when they have an idea to explore. Some comments are truly hilarious and spot on, but also wakens your thought on how venture capital work.

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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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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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Everyone wants to be successful. Not everyone is successful. But I believe that everyone can become successful. It is more a matter of knowing how and when to become successful and in what circumstance. If you never start to think about how you want to be or be perceived as successful the only option is to become it by pure chance. And that seldom happens. I believe in setting targets for yourself and work with something that gives you energy and joy. These are the best circumstances and gives you the highest probability of becoming successful. Below I give you my thoughts on what may help you to become successful.

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I have visited numerous meetings where interesting opportunities have been presented to me. Some at the higher levels in companies and some at a middle level of management. I have read hundreds of job ads in news papers during my professional time. Many of these opportunities has presented a top level position opportunity with the ingredients of having traits related to strategic thinking, interpersonal skills, strategic marketing etc. But one of the most common parts of these opportunities are that you as the CEO or just below are supposed to be acting mainly operatively with sales. I believe that hiring an expensive CEO to mainly deal with operative sales is wrong for most companies.

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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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