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Jan-Olof Andersson 8 Welcome to our world of SIMPLICITY • 1/2012 • A magazine from Be Prepared! A special issue on flexible organisation 8 Conscious development 13 Welcome to Brussels CONTENTS Editorial 3.......Theme: Be prepared 6.......The power of initiative Jan-Olof Andersson 8.......Conscious development CEO 10.....Global footprints We have now come part of the way through a new year – 2012. As always, the start of a year is a period when we look forward and feel excitement 11.....Notes at the thought of the various challenges the new year will bring. At the same time, the start of the year is a time when one has the chance to 12.....Welcome reflect and look back over the year that is gone. 13.....Personal 2011 was the year when the financial concern in Europe became reality. Uncertainty has increased, and predicting the future is difficult. During 14.....The Group its history, Rimaster has been present during up and downturns, including the telecommunications crisis at the turn of the century and the recession in 2008/2009. Rimaster’s history has created the Rimaster we have today, with our ability to create simplicity, our proximity to our customers and our global presence. All of these characteristics are foundations to give our customers the secure knowledge that Rimaster is a value-adding partner, a reliable employer and a company that takes its role in society seriously. During recent years, Rimaster has undergone major development. 2011 Welcome to Rimaster was characterised by strong growth and improved results. Operations Rimaster is a leading supplier of cabling, in China increased to almost 100 employees, we developed and invested electrical cabinets, electronics and cabs further in the production environment in Poland, established a for special vehicles and industrial systems. customer centre in Benelux, and brought all operations in Söderhamn together in one location. We are a global group with our origins and our head office in Rimforsa in Sweden. Will 2012 be a year of new market turbulence and economic crises? Regardless of how the year develops, we must relate to the world we live Today, Rimaster has around 600 employ- in. Rimaster’s strengths are our preparedness and ability to act in both ees in seven companies across the world. up and downturns. We have organisations for sales, design, development and production in Sweden, Our objective is continued international development across our Poland, Belgium and China. whole product range. We will be intensifying the work to increase Our vision is to be a partner who creates our customer base in Benelux and Germany, an area in which we are simplicity for our customers and sets the already seeing positive development. standards for global industry. A milestone will be passed in 2012. Rimaster will be 30 years old! Welcome to our world of Simplicity. Naturally, we will be celebrating this in different ways both with our customers and employees. Rimaster AB Industrivägen 14 As you can see, we have taken a new step with Riview in order to SE-590 44 RIMFORSA develop our external communication and to clarify what Rimaster +46 494 795 00 stands for. We look forward to receiving your opinions or suggestions [email protected] for future issues; email me directly, CEO Jan-Olof Andersson (jan@ www.rimaster.com rimaster.com) or VP Q/IT Peter Haglund ([email protected]). Kind regards EDITOR-IN-CHIEF Jan-Olof Andersson Jan-Olof Andersson, [email protected] CEO, Rimaster group Meet three enthusiastic researchers, Andreas Wallo, Peter Nilsson and Henrik Kock, who are all passionate about their projects. We meet them at the University in Linköping, where they can be found in the Department of Behav- ioural Sciences, bearing titles such as Senior Lecturer, Assistant Professor and Doctor of Phi- losophy. An inspiring environment in which Editorial to study and consider modern management. Modern Management – fragments from a scientific perspective - Page 3 - Theme Dare to develop the inherent drive During the latter half of the 1900s, the eco- nological development happens at the same time be focused on develop- nomic situation to all intents and purposes incredible speed, we move almost un- ment. This is about the ability to deal followed a fixed cyclical pattern. Society hindered across borders, communica- with the Gordian Knot*; to accelerate and companies could in principle plan for tion is constantly updated and we are and brake at the same time. To be able forthcoming booms and recessions. How all exposed to information overload. to see where savings can be made, and would you describe the conditions for man- The world has quickly become com- where investment and development agement today? plex and global. should be carried out. Today we see a completely different Through our work we have been able In your research, you meet companies with- pattern. Changes in the economic to follow companies who must man- in different industries and with different situation occur more quickly, tech- age these constant changes and at aims. Are there any questions that you feel *The Gordian Knot is an apparently impossible task that can only be solved by an unusual action. It was prophesied that Alexander the Great would become lord of all Asia if the knot was undone, which – after Alexander cut it with his sword – it was. This whole episode took place in around 300 B.C. - Page 4 - are currently particularly important for to- requires courage to differentiate one- same time as it constructs and reflects day’s managers? self and to create competitiveness. the brand. A precondition for success- ful HR work is that information and One of the most significant trends over We discuss what is characteristic of communication go in both directions recent years is of course Lean Produc- Swedish management, and it is prob- between managers and employees. tion; the ability to create added value ably decentralised and delegated lead- for the customer. Lean can be both a ership. Jan Carlsson, who was CEO at In a world where there is complete philosophy and a concrete tool and it SAS, taught us to “tear the pyramids transparency and where we are all vis- is particularly interesting that it can down”, but now it is time to take new ible in the media, the spread of nega- be used both within industry and pub- action. Perhaps this will entail broad- tive information can have devastating lic organisations with great success. ening the company’s appeal by means effects. Ethics and morality are at a of diversity and sexual equality; how premium, and it is important to im- Many organisations and managers are can we ensure that more women want plement the company’s values as an sensitive to trends and constantly seek to be managers; how can we eliminate ethical compass for all employees. Cor- out new models the invisible bar- porate Social Responsibility is a term for their manage- “Major opportunities riers? Those who that should be borne in mind. ment and way of for those who have the dare to construct working. This is their manage- Andreas, Peter and Henrik have to important to hold courage to differentiate ment groups rush off, but before leaving they sum- one’s own and to themselves” with diversity marise our conversation: The future create competi- where languages of management contains many chal- tiveness among customers and com- and cultures mix will be strong over lenges, but also management oppor- petitors, and in order to attract com- time. It is a case of seeing cultural dif- tunities for those who have the cour- petent employees. It is part of creating ferences as a means of access. age to differentiate themselves and an attractive brand and it generates who have the power to develop the energy for the organisation. In today’s global world, the tempo is organisation’s expertise in change. high. Economic situations and cir- In a rapidly changing environment, But we also see risks with being too cumstances change in a constant it is important to eliminate uncer- sensitive to trends; it can lead to un- stream. Management is about creat- tainty in organisations and to dare certainty and disjointedness for the ing flexible organisations that can to develop their inherent drive. This organisation. And if everyone is equal- rapidly readjust to new conditions. requires managers to be close to their ly sensitive to trends, there can be no This is why Human Resources, HR, is organisations and to understand the distinguishing features. We believe becoming ever more important. Cor- consequences of the changes that are that the managers of the future must rectly handled, HR can create value and implemented. dare to develop their own models; it competitiveness for the company at the A ten-year research project that started in 2006 is under way at Linköping University between the Uni- versity, Vinnova and twenty other partners. The project is multidisciplinary, which means that it is organised in research groups with a broad spread in terms of subject area, theoretical starting points and traditions. Helix has 45 staff, with 8 senior researchers and 36 researchers. The project is unique of its kind and creates interdisciplinary perspectives in collaboration with companies and organisations in order to develop new knowledge and methods. The starting point is that a workplace is not just a production system but also a system for encouraging learning, health and innovations. Andreas Wallo, Peter Nilsson and Henrik Kock are linked with the project relating to Rimaster. Per-Erik “Our research is linked with the Helix project here in Linköping and for us as researchers, Ellström is assistant centre director, while Lennart this has meant a unique research effort on an interactive basis between the university, Svensson is research manager.
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