29-06-2026
Beeing a leader or a coworker is a constant cooperation / balancing act with others
In my experience one of the more important areas to address is the balance between feeling and logic,
in my vocabulary Heart and Mind
Heart and Mind Management provides Assessment, Coaching, Training, Workshops supporting in management and organisation effectiveness
We updated the homepage on 29-06-2026
I have recorded spoken presentations on the following subjects and launched them, and also updated the homepage
Development
General Challenges
- Make use of all the knowledge inside (cross functional) and outside the
company (e.g. suppliers, research, competitors)
- Make sure that everyone understand their role and importance in how
development is done
- Perform activities to mitigate risks (Finance, Quality, Functionality,
Requirement and Components)
Can be done in different ways and I describe:
- Waterfall development (usually performed in Projects)
Waterfall development provides a clear structure, strong
documentation, predictable planning, and works well when project
requirements are stable.
- Iterative development (usually performed in Projects)
Iterative development allows teams to improve the product step by
step, adapt to changes, receive feedback
- AGILE development (used a lot in Software creation)
Working Agile means completing work in small steps, collaborating
closely, adapting to change, and continuously improving the process.
- Diversified Development (performed in daily work) The trend in the industry
seems to go this way
If the evaluation is done efficiently you can start producing after one
loop, of course depending on your production and what is the
exaptibel risk.
This way to work everyday, is a very efficient and fast way of working
where no project leader is appointed.
AGILE Development
The main advantages of working with Agile are
- Flexibility
- Faster delivery
- Better customer focus
- Improved collaboration
- Continuous improvement
- Higher transparency
- Reduced risk
Working with Agile improves flexibility, teamwork, customer satisfaction, and helps teams deliver results faster while continuously improving.
Agile development
A way to work where you strive to get feedback very quickly, from a working product that has a limited number of working functions.
Letting the feedback lead you in your development.
When developing Software this method is often used (with software there are possibilities to achieve a working software having limited functions and then gradually work towards a fully functional Software)
AGILE is a bottom up method where the coworkers make the decisions
Working with AGILE it is important to:
Define values
Set and follow roles and stick to them in the long term
How to work Agile means organising work in small steps, collaborating closely, and continuously improving so:
1. Work in short cycles (iterations or sprints)
2. Focus on priorities
3. Collaborate as a team (Sprint teams)
4. Get feedback regularly
5. Adapt to change
6. Hold regular meetings
7. Reflect and improve
Product Owner (PO)
- Working with Agile you most of the time have a Product Owner (PO)
- The Product Owner has the responsibility to maintain and revise the
Product backlog.
- The product backlog can be seen as a wish list/an order to the Sprint
team. The function with the highest profitability is highest on the list
indicating what development will start with that function. In the
following sprints we go further down the list integrating less profitable
functions in the design. Hence, we get a focus on the most profitable
functions early on.
- The PO needs to be a people’s person, someone being good at
handling many types of persons everything from the developer,
customers to the finance persons.
- Their responsibility is somewhere between Finance and Solution
management.
- The profitability calculation is taken into account :
- Profit that the new product will bring
- Cost to develop the new product
- Available resources to develop the new product
- Competitor analyses
- POs interest is when and what something is done - not How
- The PO has total responsibility for the product, its development, its
life cycle and its value creating.
- To be able to take this responsibility the PO needs to have mandate
to take all the decisions regarding the product.
Project Portfolio Management
What is regarded as a part of the Portfolio is decided by the company itself and the choice can be made due to different reasons
Technical
Production facilities
Market
..
.
Reasons to create a product portfolio:
Meet different customer needs
Reduce business risk
Increase market coverage
Balance short-term and long-term growth
Support innovation
Use resources more effectively
A product portfolio helps a company manage different products, reduce risk, meet customer needs, and plan for future growth.
Creating a Portfolio is often done when a problem of synchronisation needs to be handled across projects and products
To appoint someone focused on the synchronisation rather then focused on each project, can solve problems
Taking care of the long term profitability in a segment
Competence Management
The knowledge and the skill in the marketplace improves all the time!
- Personal Development
- Organisational Development
To work with Competence Management, an organisation ensures that employees have the right skills, knowledge, and abilities to perform their work and support the company’s goals.
1. Identify what Specific skills need to be improved
2. Assess Existing Competencies
3. Analyse Gaps
4. Plan and Develop
5. Apply and Monitor
6. Evaluate and Improve
1. Identify what Specific skills need to be improved:
Determine the skills, knowledge, and behaviours required to achieve
organisational goals.
Align with strategic objectives, job roles, and future needs.
2. Assess Existing Competencies
Evaluate the current capabilities of employees through assessments,
feedback, or performance reviews.
Identify gaps between existing and required competencies.
3. Analyse Gaps
Compare current competencies with needed ones.
Prioritise which gaps need to be addressed first based on impact and urgency.
4. Plan and Develop
Design learning and development initiatives (training, mentoring, coaching,
etc.).
Implement succession planning and career development strategies.
5. Apply and Monitor
Apply competencies in real work scenarios.
Monitor progress through KPIs, feedback, or performance results.
6. Evaluate and Improve
Measure effectiveness of competence development initiatives.
Use results to improve future competence management efforts.
How do you learn
- Training 10%
- Coaching 20%
- Job related 70%
(results from Research of creative leadership)
There needs to be a balance of the two Competency and Competences
Competency
Competencies
- Behaviours and skills
- Differentiate the Best from the Rest
- Can be developed/Improved
- Learnt by coaching
Competences
Competence
- Technical skills
- Necessary for all job holders
- Can be learnt from zero
- Learnt by practice
Personal development
Develop your skills continuously to get to the top - or to remain there
Competence Development
Ensure that future needed skills match knowledge, and behaviours required to achieve organisational goals.
Planned are 4 workshops during April 2026
No cost for participating
No limit in numbers attending the meetings
Ensured Start Of Production
21/07 2026
09.00-09.30
17.00-17.30
Resource Flexibility
27/07 2026
09.00-09.30
17.00-17.30
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