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H. Igor Ansoff: Product-Market Matrix
Diversification
Market
Penetration
Market
Development
Product
Product
Development
Current
New
Market
Hubert Saint-Onge: Learning and Change Matrix
Target Zone
Learning
Restlessness
Mayhem
Functional
Low
High
Change
The John Whitmore Model, The right goal
S
Specific
The right goal
C
Challenging
M
Measurable
P
Postetively
stated
L
Legal
A
Attainable
U
Understood
E
Enviromentally
sound
R
Realistic
R
Relevant
A
Agreed
T
Time phased
E
Ethical
R
Recorded
Strategisk management
Vision, værdier
og forventninger
Mission
Formål og
målsætning
Situationsanalyse
• Omgivelser:
muligheder og
trusler
• Organisationsressourcer og
kvalifikationer
Strategiformulering
•Alternativer
•Vurdering
og valg
Police
og
forretningsorden
Strategiimplementering
og planlægning
Strategisk kontrol
Hvorfor?
Hvad?
Hvordan?
Retningslinjer
Myers-Brigss Type Indicator
ISTJ
ISFJ
INFJ
INTJ
Responsible
Executors
Dedicated
Stewards
Insightful
Motivators
Visionary
Strategists
ISTP
ISFP
INFP
INTP
Nimble
Pragmatics
Practical
Custodians
Inspired
Crusaders
Expansive
Analyzers
ESTP
ESFP
ENFP
ENTP
Dynamic
Mavericks
Enthusiastic
Improvisors
Impassioned
Catalysts
Innovative
Explores
ESTJ
ESFJ
ENFJ
ENTJ
Efficient
Drivers
Commited
Builders
Engaging
Mobilizers
Strategic
Directors
Stakeholderkort
Legitimitet
Magt
Passiv
Stakeholder
Dominerende
stakeholder
Diskret
Stakeholder
Definitive
Stakeholder
Farlige
Stakeholder
Afhængige
Stakeholder
Krævende stakeholder
Presserende behov
Belbins teamroller
Koordinator
Afslutter
Holdkammerat
Ressourceopdager
Udfører

Opfinder
Skaber
Specialist
Overvåger
Intellektuelle roller
Mechanistic vs. Organic Managementstyle
Mechanistic
Specialized differentiation and definition of tasks in
the organization
Hierarchical supervision and reconciliation of
problems
Precise definition of job responsibilities, methods,
rights and obligations.
(Perceived) location of superior knowledge at the top
of the hierarchy.
Vertical interaction of individuals between
subordinate and superiors.
Insistence on loyalty to organization and obedience
to superiors.
More prestige attached to job than to general
knowledge, experience and skills.
Organic
Contributive nature of special knowledge to the
total concerns of the total concerns of the
organization.
Redefinition of tasks and responsibilities
through interaction with others.
Commitment to the organizations beyond any
technical/precise definition; such commitment
more valued than loyalty.
Network structure of control, authority and
communication.
Omniscience not imputed to senior executives;
knowledge located anywhere in the
organization and this location may become
centre of authority for given issue.
Lateral, rather than vertical, direction of
communication.
Communication consists of information and
advice rather than instructions and decisions.
Broad consensus
 Charisma
 Religion
 Folklore
 Vision
Leadership
Tools
 Role modelling
 Salesmanship
 Rituals
Culture
 TraditionTools
 Demorazy
 Apprenticeship
 Negotiation
 Strategic planning
 Role definition  Financial
incentives
 Hiring and
promotion
 Control
systems
 Threats
Power
Tools
 Fiat
No consensus
Extent to which people agree on what they want
The Four Types of Cooperation Tools
 Coercion
No consensus
 Transfer pricing
 Measurement
systems
Management
Tools
 Training
 Standard operating
procedures
Broad consensus
Extent to which people agree on cause and effect
The Conversion Model of Brand Loyalty
Your brand
Secure users
Entrenched
Average
Vulnerable users
Shallow
Convertible
Open non-users
Available
Ambivalent
Unavailable non-users
Weakly
Floating voters
Competitive brands
Strongly
Thinking outside the box
NY
KAOS
ORDEN
GAMME
L
The AI Model
KONSTRUKTIV
”Ja, og
…”
”Nej, fordi
…”
NEGATI
V
POSITI
V
”Nej!
”
”Ja, men
…”
DESTRUKTIV
Statusmodellen
EGOISTISK
Nouveau
riche
TJENT
Brugt på
…
Vinderne findes på denne
side
Børn af rige
forældre
Tjent på
…
Green
SUV’ers
ALTRUISTISK
ARVET