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  • 31 recommendations for increased profit - reducing waste
  • 2010
  • Rapport (populärvet., debatt m.m.)abstract
    • Those companies and organizations that wish to ensure long-term profitability must successively decrease resource use in both product development and in product usage. Primarily, it is waste that must be reduced, i.e. the consumption of resources that do not add to customer value or to the organization. Waste is widespread in all operations. Even in well-functioning processes, more than half of the resource consumption can be classified as waste. One obstacle to waste elimination is that most waste is hidden. Thus, executives, middle management and specialists must prioritize efforts to uncover the waste in their operations. Building and construction activities consist of a complex system of decisions, components, organizations and processes that must be coordinated. There are therefore many explanations as to why waste arises, or does not. Based on a series of discussions with experienced builders, consultants, contractors and materials providers, five main groups of factors that characterize effective operations were found. In this report these factors are illustrated in the form of a “value pyramid”. A holistic view of long-term customer benefits is the apex of the pyramid. Structure, competence, leadership and culture act as the driving forces at each corner of the pyramid’s foundation. Should one of the corners gives way, then the pyramid risks toppling over. With the value pyramid as support, 31 recommendations for what should be done to reduce waste are presented. These are aimed at standardizing the product from an overall perspective (five recommendations), defining and standardizing processes (ten recommendations), developing the organization and its competence (seven recommendations), disciplining management (five recommendations), and driving continuous improvement work (four recommendations). Reducing uncertainties and increasing effective time utilization are the red threads, as the Swedes would say, that run through all the recommendations. Everyone who uses resources has a responsibility to reduce waste. By systematically monitoring one’s own use of time, one can gain insights that will help improve one’s work situation. However, the burden of initiating and driving improvements overall obviously lies with management. How this should be done depends on the nature and purpose of the activities as well as on the organization’s capabilities. It is to manage this progress and achieve profitability that managers are appointed. It is in the interest of all enterprises and organizations to develop the ability and an interest to detect and understand what work/task is value adding what is not. This ability will provide possibilities to develop new competitive advantages and new business concepts.
  • Aaboe, L, et al. (författare)
  • Incubator performance: an efficiency frontier analysis
  • 2008
  • Ingår i: International Journal of Business Innovation and Research. - 1751-0252. ; 2:4, s. 354-380
  • Tidskriftsartikel (refereegranskat)abstract
    • Assessments and evaluations of incubators has been a topic of discussion for as long as incubators have been in existence due to the fact that there has not been an agreement on how to determine good performance. This paper demonstrates the use of Data Envelopment Analysis (DEA) when studying performance of incubators. More specifically, it does so within the four dimensions of cooperation with universities, business networks, external funding and competence development on a sample of 16 Swedish incubators. We show that DEA enables us to measure non-numerical dimensions, and to simultaneously take into account the efforts made by both the incubator and the outcomes. Moreover, DEA provides benchmarks and, based on a model that divides the incubators into four different groups, illustrates the difference between the benchmark and the incubators' current situation.
  • Aaboen, Lise, 1978- (författare)
  • Business Incubators as Networks - How and Why?
  • 2008
  • Ingår i: Proceedings of ECEI 2008 The 3rd European Conference on Entrepreneurship and Innovation. - 978-1-906638-15-3 ; s. 1-8
  • Konferensbidrag (refereegranskat)
  • Aaboen, Lise, 1978-, et al. (författare)
  • Corporate governance and performance of small high-tech firms in Sweden
  • 2006
  • Ingår i: Technovation. - 0166-4972. ; 26, s. 955-968
  • Tidskriftsartikel (refereegranskat)abstract
    • The approach uses data from a sample of 183 small high-tech firms, new technology-based firms (small high-tech firms) in Sweden (54 variables under the headings of work experience, board and advice, financing, motivation—performance priorities, technological innovation and strategy). This study identifies some core areas of importance in corporate governance. Few managers in this study had a strong background and experience of finance and the preparation of business. Only 64 per cent of the managers have had previous work experience before starting the firm. The survey makes it clear that the small high-tech firms are likely to have a strong link with banking institutions. The consequence of these links is that most of the firm's capital supply is from banks, and that there are strong ownership links between banks and industry. The background of the founder does seem to have had an effect on the problem of financing and ownership issues. It is private sector organizations (banks) and families that are most frequently consulted by small high-tech firms (However, low means). It is also the private and public sector organizations, in connection with external board membership, regional development agencies and banks that are most frequently consulted. In the future, it is reasonable to search for factor patterns that can begin to explain and predict the direction of corporate governance in small new technology-based firms.
  • Aaboen, Lise, 1978- (författare)
  • Explaining incubators using firm analogy
  • 2009
  • Ingår i: Technovation. - 0166-4972. ; 29:10, s. 657-670
  • Tidskriftsartikel (refereegranskat)abstract
    • Incubators are initiated to accelerate the development of new technology-based firms. Policy actors see them as a tool to initiate or revive innovativeness in regions and universities as a way to commercialize research results. However, even though the intended results of the incubator are good it is not known how the incubator should be managed and organized in order to achieve this end. When faced with a new type of organizations analogies can provide insights gathered from other contexts. To contribute to the further understanding of incubators this paper discuss the implications, in terms of highlighted dimensions and further clarifications needed when using the analogy of a firm. The paper uses empirical findings from six incubators. The discussion shows it is not clear who is the actual customer of the incubator. For example, can the policy actors that provide the funding to the incubator be seen as a customer paying for the service of regional revival and the NTBFs customers when their fees are not in relation to the services they are provided? In the discussion it is suggested that the incubator can have many customers with different value creation processes or no customers depending on the viewpoint taken.
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