Management Philosophy

PHILOSOPHY OF MANAGEMENT is about values, beliefs and ethical standards which are considered to be vital for an effective management. They must be embedded in formal and informal philosophical statements which are then communicated to the fraternity of that organization. From a broader perspective, the LEADER has to have a VISION as to where he is heading his company in the next three to four years.


  • A holistic vision of the future
  • A solid set of principles(values, beliefs)
  • Sound policy definition
  • Managementt development programmes
  • Autonomy to the work force
  • Always “yes “to new technology (T in the TIPS Modell)
  • Development of women managers
  • Flexible leadership
  • Social responsibility
  • Contribution to the growth of my Country’s economy

An open approach of management is likely to overcome many of the problems created by the piecemeal approach. Instead of looking at management development in isolation, see it as an integral part of a wider organizational system that takes care of the processes through which people working for the firm take care of themselves leading to self management.

What he  is passionate about as a management philosopher is the interface between the utilization of business processes and the intellectual capital.

To increase a company’s competitive advantage by focusing on standardization of work processes and simultaneously focus on leveraging the company’s intellectual capital is a very exciting interface.

Intellectual Capital is a corporate intangible resources and assets that contribute to creating value by developing new processes, products and services.

There is different opinion on what Intellectual Capital means, then it is broad consensus definition around this is. “Knowledge, experience and brainpower to employees, as well as knowledge of the resources stored in an organization’s databases, systems, processes, culture and philosophy.”

Organizations have always relied on their intangible values ​​together with the substantive values ​​and its financial capital, to create value for its shareholders and society by achieving corporate objectives.

Corporate profits and success depends on how well it manages its allocated resources. Previously it has been calculated corporate value out of that approximately 80 percent consists of material assets and capital, while the intangible assets make up around approximate 20 percent.

Book values ​​of listed companies mainly reflects the value of fixed assets and capital in the company. Sometimes reflects the book value of intangible assets of the company under the heading goodwill.

This is hardly an accurate reflection of the value of intangible assets that are not created to balance the books after an acquisition. The market value of a company reflects the value of a hidden resource that is recognized and appreciated by the market, including but not limited to the company’s reputation, innovation, technological excellence and brand.

These and other attributes that a corporate culture constitute the intangible assets of a company. Market capitalization reflects only those resources that can create value (ie corporate intellectual capital).

In an economy where Intellectual Capital forms the majority of the organization’s resources and resources, it is important to develop methods to identify and control it, especially important is this in knowledge organizations.

Intellectual Capital consists of three main components: human capital, customer capital and structural capital. The first represents employees’ knowledge, skills and brainpower. Customer capital represents relationships with customers, suppliers and distributors. Structural capital is the organizational systems that exist in an enterprise culture, practices and processes.

Human, customer and structural capital has always been a part of the intangible asset of a business.

The more companies emphasize greater focus on how they can increase their competitive advantage by leveraging its intellectual capital to a greater extent than is the case today.

He believe that to best way to ensure competitiveness and efficient and value-added processes within an organization is by working actively with the continuous improvement of its core and support the business processes.

Many often speak about lasting change, Dr. Hole prefer to talk about continuous change. To talk about that we manage to create a continuous change, it is important to focus on the overall strategy (gain realizations), processes (efficient and effective work processes, change management and project management) Intellectual capital (people and behaviour, leadership development, human resource development) technology that supports work processes

Throughout his career he has been working in different industries, it has also been his strength, that he see things from the outside and can create room for new developments and innovation with process efficiency and continuous improvement focus.