Jämförelse när värdefulla bolag grundats
Swedish Startup Sessions

Den svenska modellen bygger inte värdefulla bolag

Efter gårdagens runda-bordsdiskussion med Stefan Löfven och ett gäng digitala smartskallar om Sverige som digital tillväxtnation, har många tankar kliat i huvudet. De kommer ut snart. Men en sak jag började fundera på var hur det allmänt bistra klimatet och synen på entreprenörer har påverkat skapandet av värdefulla företag. Och resultatet är mer chockerande än jag hade gissat.

Utifrån listor på Sveriges respektive USAs tio mest värdefulla företag räknat på börsvärde, står det klart att majoriteten av de mest värdefulla svenska företagen 2012 grundades under 1800-talets entreprenörsboom. Smaka på den.

Posted on June 6, 2014 by Annika Lidne CONTINUE READING
Stefan Löfven-möte
Swedish Startup Sessions

Digital tillväxt med Stefan Löfven

För några veckor sedan fick jag ett mejl från Stefan Löfven. Min första reaktion var att det var antingen spam eller ett skämt. Varför skulle vår eventuellt blivande näste statsminister mejla till mig?

Det var dock en synnerligen seriös inbjudan till ett runda-bordssamtal om Sveriges digital framtid, där de tre punkterna på agendan var

  • Sverige som digital tillväxtnation
  • Skolan ur ett digitalt perspektiv
  • Juridik och digitalisering

Idag samlades en blandad skara på Socialdemokraternas högkvarter på Sveavägen. 

Posted on June 5, 2014 by Annika Lidne CONTINUE READING
Swedish Startup Sessions

Baby, one more time: Swedish Startup Sessions @ Internetdagarna 2014

After the sold-out success of last year’s Swedish Startup Sessions at Internetdagarna in Stockholm, we return this year – bigger and better!

The goal is the same as last year – to provide startups and potential startup founders with as valuable knowledge as possible from those who already succeeded. If you wasn’t at last years sessions – catch them here!

This year we mix in a few more single speaker sessions, focusing on on-boarding strategies, a must for a successful investment round; SaaS metrics, what should be measured and what is simply vanity metrics; and how to successfully sell, network and work a room – valuable lessons for timid Swedes and socially challenged developers alike.

Posted on May 25, 2014 by Annika Lidne CONTINUE READING
The Elephant in the room

A losing strategy: The elephant in the room curbs innovation

This week I have held sessions with managers of two big corporations in very different industries, but both have a common problem. Each have a big elephant in the room you’re not supposed to mention.

In both cases, the elephant is very public and widely talked about. In fact, probably more talked about OUTSIDE the company than inside. Because, yeah, you’re not supposed to talk about it. In one case the elephant consists of business practises in foreign lands and in the other IP rights and business models. Both are pretty core to the respective companies’ business models and business practises.

We live in an transparent era where some organisations put payroll information on the internet, including what the CEO gets paid, a Swedish county is experimenting with open internet development and Google have an entire section devoted to reporting their transparency in many ways. For the employees of the two companies I worked with this week, it must feel very strange to see outsiders being able to discuss the elephant, but not internally be allowed discussion in order to not make people upset or even be reproached.

Elephants are a sign that something is wrong and in any healthy organisation, the only way to approach it is – head on. Hiding in the sand or pretending it will go away by itself, allows competitors to outcompete you with better or more innovative services or employee mistrust to fester.

Elephants is also a witness to a company culture where the ceiling is far too low for comfort. Unfortunately, elephants are a very common problem in older organisations and are a clear signal that the status and peace of mind of top management is more important than the survival of the business.

In both the cases I encountered this week there are a lesson: Changing business model or business practises might not be the right way or even the only way. Staying the course because the company earns a lot of money by current practises might be right. BUT. Then that strategy needs to be clearly communicated inside and outside of the company. Just leaving a big elephant in the room, just leaves room for a a suffocating company culture.

Image by  cliff1066™ / Flickr (CC BY)

Posted on December 20, 2013 by Annika Lidne CONTINUE READING
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