top of page

MANAGEMENT AS
COMPETITIVE ADVANTAGE.

Unleashing the power of people and organisations.

Photo: Nordic Business Forum

Many organisations operate
far below their potential.

Challenges on the inside lead to mediocre results on the outside.

Do some of these examples s
ound familiar?

People

  • Waste time in too many ineffective meetings

  • Are busy putting out fires

  • Perceive a lack of trust

  • Work in teams that don't function as teams at all 

  • Have little or  no time to think

  • Are exhausted from endless streams of special initiatives 

  • Show low engagement

  • Feel left out of decision-making

  • ... 

Processes & Structures

  • Collaboration destroyed by silos & politics

  • Implementation of new tech (digital, AI, ...) and new ways of working (agile, ...) bring little or no benefits

  • Failing strategies due to execution problems

  • Bureaucracy winning over common sense and entrepreneurial spirit

  • Overload from a host of initiatives resulting in a lack of focus and priorities 

  • Inability to respond to change in tech, customer preferences, and competition

  • Senior leadership is perceived as a bottleneck and out of touch with reality

  • ...

Results

  • Little value creation

  • Low customer satisfaction & loyalty

  • Zero innovation

  • Low growth

  • Low profitability

  • Unattractive employer 

  • Negative social impact

  • ... 

You know you need to do better.
You have tried. But it didn't work. Why?
Relying on bad theory
Not addressing root causes
  • All of the above are only symptoms of much deeper root causes 

  • In addition, they are all systemically related 

  • Solving for one or two at a surface level, without addressing root causes and ignoring their systemic nature cannot work

  • Typical advice from consultants, coaches, and b-schools is too simplistic and often conflicting

  • It lacks sufficient practical evidence and experience

  • Instead of building on the best management theory available, advisors push their own material sailing on the waves of the latest buzzwords and hypes

Ignoring context
  • No two organisations are the same - what worked for A may not work for B

  • Solution needs to be tailored to your own unique context 

  • Solution needs to identify and focus on the biggest levers

How to get it right. 

Over more than 20 years as an avid student and practitioner of management, both as a C-level executive and as an advisor, I have learned how to put it all together and unleash the full potential of people and organisations. 

Three essential building blocks for outstanding performance.

Good strategy creates clarity.
 

What will we achieve for our customers? How is that superior to the competition? How will we do it? What does everyone need to contribute?

A well-designed management model explains how and why your organisation works.

 

Does our management model fit our business model? Can it bring out the best in people? What management theories are we relying on? Why these and not others?

Competent management is the life-giving element in any organization.

Are our leaders competent managers? Do they exhibit character? Do they operate in a network of cohesive teams?

3 essential building blocks. 9 supporting pillars.

rhm full offering.png

Together they provide clarity and good management.
Which leads to outstanding results. 

Strategy contributes clarity.

01.

Strategic thinking

Does the strategy reflect real choices that clarify what to do - and what not to do? Does it shape the future and describe an explicit theory of advantage? Does it rely on capabilities competitors can't easily match?

02.

Operational credibility

Can team members explain the strategy? Do they understand how their work contributes? Does the strategy guide everyday decision-making? Does it build on capabilities the organisation actually possesses? Does it produce results?

03.

Strategy process

Is the review and development process lean and pragmatic? Is there room for creativity? Can the organisation contribute its best thinking? Does the decision-making process create commitment?

Management model contributes the technical side of good management.

04.

Fit for strategy

Does the management model cultivate the organisational capabilities required to support the strategy? Does it facilitate setting the right priorities? Is the customer always at the center of attention?

05.

Fit for people

Does the management model enable people to perform at their highest levels? Both as individuals and as teams? 

06.

Sound theory

Is the management model built on sound management theory? Do specific theories employed in different areas together form a coherent explanation for how and why your organisation works as designed?  

Management team contributes the
human side of good management.

07.

Competence

Are those with management responsibilities well-qualified management practitioners? Are they skilled at working in the system just as well as on the system? 

08.

Character

Do members of the management team serve the organisation and its people rather than themselves? Are they trustworthy role models? Do they love the truth and are willing to stand up for it?

09.

Cohesiveness

Is the team committed to shared objectives and results? Do team members engage in constructive conflict? Do they trust each other and hold one another accountable? Are they a cohesive unit?

RAW-235-S.jpg

How we work together.

Step 01

Diagnose

Which business results need improvement? Which internal challenges are most directly related? What are the underlying root causes? 

Step 02

Design

We choose 2-3 supporting pillars which promise the biggest positive impact if strengthened. We design interventions to build the capabilities needed to strengthen these pillars. This may include management and organisation design, training, and coaching. 

Step 03

Build

Together we build the capabilities and embed them in the daily operations of your business. We watch many internal challenges disappear and business results improve. And since we are addressing root causes instead of treating symptoms, the benefits will continue to accrue long after the interventions are completed.

bottom of page