This thesis sets out with an aim to shed a light on, whether it’s possible, through an empirical analysis, to establish an easy-to-overlook tool for leaders in the experience economy. The challenges for experience leaders are many and especially the customer’s demands for genuine and authentic experiences plays a major role in these challenges. This leads to the gap for the present thesis. The theory of science approach is hermeneutic and the methods used qualitative. Four leader-profiles from the experience economy are examined and the thesis concludes that the possibility for creating an complete and easy-to-overlook tool is possible. The tool consists of four attentions, which are: “What”, “Who”, “Why” and “What’s Next”. The leadership role makes use of all four attentions. Furthermore the thesis identifies the following examples from the analysis as important for the experience manager and important for supporting the leadership tool: • The company has one core value, which is the basis of all actions and leadership. • This core value is communicated in and therefore understood throughout the company. • This core value reaches out beyond the company’s own interests. • Innovation is put into system and is carried out. • The organisation had a flexible and transparent structure. • The leadership is based upon trust; the employees are trusted co-responsibility and are met at eyelevel. • The employees are encouraged to contribute with new ideas. • Co-Creation with co-actors outside the company is carried out. • Experiences are produced based upon the core value. • Experiences must challenge and attract at the same time.
|Uddannelser||Master i Oplevelsesledelse (MOL), (Masteruddannelse) Master|
|Udgivelsesdato||17 jan. 2013|