Corporate Strategy & Planning
I have had the pleasure to explore and reconnect my Corporate Strategy & Planning skills through academics, policy, consulting and Industry experience.
AcademicsI had the privilege to complete a PhD in Business Administration from University of Aarhus. Including visting IESE Business School in Barcelona where I had the luck to have Carlos Garcia Pont as local advisor.
Carlos García Pont is professor at IESE Business School in the Marketing Department. His work places special emphasis on the importance of alliances in understanding competitive strategy, the organizational needs of market-oriented organizations in industrial markets and subsidiary strategy in global corporations. He has also done work in the areas of strategic management and marketing strategy. Prof. García Pont has had extensive experience with both local and multinational organizations in his consulting activities. |
PolicyAfter my PhD I had the incredible luck to work with Strategy from a Policy Perspective with focus on National Wealth under the guidance of Jørgen Rosted a former Permanent Secretary and Chariman of an Business Industry OECD Committee.
Jørgen Rosted is a former development director of FORA - A research and analysis unit that was focused on innovation environments, the new era of innovation and the importance of entrepreneurship. He has worked with the development of political hypotheses and ideas for models and analyzes to test them. Jørgen Rosted has for many years been active in the development and discussion of future business policy , growth and innovation. He previously served as Permanent Secretary in the Ministry of Industry (1994-2002), Permanent Secretary in the Ministry of Economic Coordination, (1993-1994) and Chief Financial Officer in the Ministry of Finance. |
ConsultingAfter exploring strategy in Academics and a Policy Recommendation Unit I was furtunate to explore it further and reconnect it with Manangement Consulting practices in F&P Strategy Consulting. That was a strategy house driven by a heavy connected past multiple CEO. Focus was on helping organizations create new growth and profitability by re-calibrating and re-positioning existing business platforms and co-developing new business models.
The organization was made up of experienced people with industry experience and experiences from McKinsey & Company, Boston Consulting Group, Deloite Consulting and PA Consulting Group and Accenture Managment Consulting. In that connection I received in-depth training in the Blue Ocean Strategy approach and methods. However, the most important and rewarding effort was that I had the incredible honor and luck to develop the structure and content of a one point entry platform covering all the organizations Corporate Strategy Concepts and Internal Processes and past Customer Cases. (Knowledge Management) |
IndustryFrom Academics to Policy to Consulting I got the opportunity to continue my exploration of Strategy and re-connection with a Global Company´s external and internal situation together with new start-up companies.
From 2011 and up to now I have been fortunate to have the role and responsibilites as Multi-Wings Groups Chief Strategy Officer, including working abroad in Singapore and traveling most of the world. I have had the pleasure to facilitate and create the groups yearly planning processes and tools in relation to support its 2009-2014 Strategy implementation and I had the honor too facilitate the Groups 2014-2018 and 2019-2025 Corporate Strategy and implementation. In addition, I have had the pleasure to develop and run the Groups Advocacy Strategy and take part in key technical and advocacy organizations worldwide and been in dialogue with both DOE and the EU Commission and many more. In addition, I have followed the status of all units and markets strategic projects from 2009 up to date. Hence, I have a strong experience with the differences of what is shared as expectations and what is actually delivered, including mitigation and risk management. Furthermore I am part of the EFLOW company start up team now capturing two different start ups that are being united and I have started my own creative company. |
Sham Gabrs Country Innovation Model
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Sham Gabrs Company Innovation Model
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Both models enables one to drill deeper into underlying key distinctions..
More than 20 years of exploring strategy knowledge and more than 15 years of industry experience building on others industry knowledge with global scope reconnected into one picture that can be drilled into and back to...
Sham Gabrs one point entry strategy toolbox
The philosophy behind Shams Strategy Approach
Strategy is about aligned and ongoing development under constant review and update. Its about how a organization´s development framework condition should be shaped in order to ensure the best possible environment for existing and future value streams. Its hard and ongoing work about how to shape an entities framework conditions. This in order to ensure the best possible environment to:
Shaping the framework conditions is a continuous endeavour contingent upon the situation of an organizations basic fundamentals, business structure(s) and innovation capacity. It among other involves an ongoing review and update of an organizations and employees approach to:
*From for example within existing departments and to independent start-ups and even contingent upon stages.
**Considering degree of openness and depth of discovery level in relation to the innovation process, determinants of individual performance and the channels of innovation strategy. Openness may be considered within and across the company value chain, outside organization network and the community of user networks and individuals. Depth may be considered in terms of acknowledged and un-acknowledged "needs" and moves the focus from how to what. The how reflects traditional economic optimization and what reflects considerations and approaches matured within social sciences (e.g. sociology, anthropology, ethnography and psychology). Channels of innovation relates to the demand side, supply side and willingness to innovate.
- Understand (as good as possible) the external and internal situation
- Define related opportunities, challenges and risks related to the situation
- Decide on strategic scenarios reflecting uncertainty and strategic options
- Decide about the overall related approach and related strategic options
- Translate strategic options into results.
Shaping the framework conditions is a continuous endeavour contingent upon the situation of an organizations basic fundamentals, business structure(s) and innovation capacity. It among other involves an ongoing review and update of an organizations and employees approach to:
- Discover and prioritize opportunities, challenges and risks
- Uncertainty and use of scenarios to plan for it, influence it and change it
- Define and prioritize among overall approach(s) and related options
- Attract, distribute and manage resources for development
- Consider personal & organizational development readiness
- Use of different modes of organizing*
- Consideration and openness of innovation model** and change
- Planning cycles, reviews and updates
*From for example within existing departments and to independent start-ups and even contingent upon stages.
**Considering degree of openness and depth of discovery level in relation to the innovation process, determinants of individual performance and the channels of innovation strategy. Openness may be considered within and across the company value chain, outside organization network and the community of user networks and individuals. Depth may be considered in terms of acknowledged and un-acknowledged "needs" and moves the focus from how to what. The how reflects traditional economic optimization and what reflects considerations and approaches matured within social sciences (e.g. sociology, anthropology, ethnography and psychology). Channels of innovation relates to the demand side, supply side and willingness to innovate.