Empower your Sustainable Growth

Today it´s 20/01, 2121! How much longer can you to wait before starting to build your structural capitals?
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“We can’t solve our problems by thinking the same way we did when we created them”
– Albert Einstein

Do you do the right things and how do you know? Too many companies try to compensate direction with speed and thus live under constant stress. We do not believe in this way of working and our experience shows that you can get far more value by doing less, given that you do the right things. We help our clients create an overview of their structural capital, create a plan for the introduction and support the change. Structural capital is a collective name for what is left in the company when the staff leave for the day. Structural capital is thus wholly owned by the company. They are the sum of the capital that has been built up based on experiences from all stakeholders’ demands, needs and expectations. Structural capital is when you haver managed to capitalized on experiences and knowledge which not only sits in the head of managers and staff and which makes the business successful over time regardless of people are coming and going.

Our customers are mainly medium-sized to large organizations that have undergone various changes and who are facing the fact that it is time to create basic foundations once and for all by building their structural capital, introducing structural competence which enables both scalability and new business models. We are an independent supplier and we always starts with a review of the company’s 6 structural capital.

How would it feel to know that your business rests on a solid foundation of structural capital and structural competence that allows you to scale up and down your business with minimal risk? How would you like your business to look like in 3-5 years?

Business Capital

All companies have structures for their business, but they rarely know their most important business structures, which makes it so in all projects and also in internal communication. What is what and are the structures scalable or do they need to be reworked as soon as a change takes place? Sustainable structures are scalable and must therefore be managed completely separately from all other structural capital, while all other capitals and structures must provide 100% support to the business capital.

Process Capital

All companies have processes but unfortunately most organizations have missed out on capitalizing on their processes. They have ended up in the process swamp and failed to link the process capital with the other capital and therefore miss out of the effect of their process efforts. They tend to reinvent the wheel over and over again. Well-structured management-, business and support processes are found in alt organizations and are a huge capitals but is far to often wasted as they go across the organizations functions and management.

Methodology Capital

All companies have approaches and methods for how the work is to be carried out and in which IT systems etc. It is not uncommon that this capital is mixed with the process capital which leads to that you need to update your processes as soon as you introduce new methods and systems and all of a sudden you find yourself in a collection of changes that only lead to increased costs and more confusion in the organization.

Measure & Analysis Capital

All companies measure their operations, but few have introduced measurements and follow-ups on what is actually the difference that makes the difference. It is not unusual to measure counterproductive things that drive behaviors that not only generate sub-optimizations, but also completely erroneous behaviors in the organization. Organisations tend to MIX GOALS with KPIs and KPIs with key figures etc. and nobody seems to know what is what.
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Documentation Capital

Every company documents a lot and way too often no one reads what someone else has produced. Work routines, manuals, guidelines etc. are documented but they are often not related to the other structural capitals which results in that no one reads them, and should one do so they are outdated and purely incorrect. It can certainly be good that they are not used because imagine what will happen if someone actually starts to apply incorrect routines … and which documents are really important / critical for the business?

Human Capital

Every company consists of people and humans are a fantastic creation that constantly strives for development and problem solving. Although human capital does not consider to be part of the structural capital, we argue the opposite. It is human capital that creates structural capital so this is the more important capital of them all, but without this there is no value in the other capital, unless the business has managed to build a fully automated business that does not need a single person.
Above 6 structural capital should be regarded as 6 different capital but they all cooperate for best results. Thus, all 6 capital needs to be developed simultaneously and that is where the big challenge lies.  This is where we at MOSO make the biggest difference with our holistic approaches and methods.
  • Estimated number of companies that built and capitalized on their structural capital 0,5% 0,5%
  • Potential 99,5% 99,5%

Does your business belong to those who succeed or do we find you among the potential?

About Us

Build you Leadership and Business the MOSO way!

The name MOSO is inspired by the Chinese bamboo tree called MOSO Bamboo. After the MOSO seed has been planted, it has no visible growth above ground up to the first five years. But at the latest after five years, the tree suddenly grows above ground, at a rate of as much as three feet (≈ 1 m) per day. And in just six weeks it reaches its full length at the full ninety feet (≈ 27m). The rapid growth of the MOSO tree can only happen thanks to the solid foundation on which it grows!

In the same way we believe that companies that has a strategy to build and establish their 6 capital will have the same a leverage as the MOSO bamboo.

Dennis Larsson, founder of MOSO International AB is an experienced Business and Organizational Architect. With his holistic approach and broad experience in business and leadership development, he has been the engine in the development of our methodologies. He was the initiator and architect of several of IKEA’s structural capitals, which today, 20+ years later, still deploys by the business daily.

Vision, Mission and Values
VISION

Contribute to a world were every human and enterprise create sustainable values for each other.

MISSION

Offer services of high quality which creates solutions for sustainable growth.

CORE VALUES

FUN

Having fun while working increase our ability to learn and makes knowledge stick. .

CURIOSITY

To have the will to learn new, learn about and not least, re-learn.

SIMPLICITY

Creating solutions that are simple but at the same time not too simple. “Simple for the many, Complex for the few!

COURAGE

To provoke and challenge and carry out actions that are far beyond the comfort zone.

LOVE

To show trust and humility to others’ differences with the intention that what we do, we do to create long-term relationships.

TOGETHERNESS

Building teams based on diversity creates results that are greater than the sum of individuals (1 + 1> 2).

Testimonials

If you keep doing what you always have done, you will at best get what you always got!

I had the pleasure of working with Dennis for two years at IKEA Components in Älmhult, collaborating on several project activities related to business performance management, analytics and continuous improvement. We worked together on an initiative aimed to develop a common portal for IKEA Components’ report users where a tailormade subset of reports and information was displayed based on the user’s current role. Besides the conceptual approach (from the first idea to designing the solution and surrounding process) stakeholder management was the most relevant part in this project. Dennis managed to engage our stakeholders and contributors all along the project’s timeline. I was particularly impressed by Dennis’ ability to communicate his vision and “spread the gospel”. That skill often takes years to develop but it seemed to come perfectly naturally to him. And, no matter how tense a meeting, Dennis made sure everyone left inspired and with a smile. Dennis clearly earns my recommendation!

Tim Richter

Data Management | Business Intelligence | Business Analytics | Business Navigation, IKEA

As a coach and mentor, Dennis is a person who, with his presence, enthusiasm, incurable optimism and belief in man’s own capacity, both challenges and finds a stable foundation of conviction in his clients. He has a great deal of humor which makes even difficult and heavy topics harmless and he has the ability to talk about what is difficult in an easy and accessible way. Furthermore, Dennis has a strong strategic understanding and his businessman-ship, results drive and leadership ability enable him to quickly understand the challenges you as a manager, manager or entrepreneur face. I highly recommend Dennis as a mentor or coach, he will help you reach the goals you want, whether they are personal or strictly business.

Jessica Eidemo

Grundare och VD, Eidemo & You AB

Is there another angel to the problem? Can it be view in a different way? Have you thought about this potential solution? Describe where in the business process this will have major impact. This is Dennis at work. He will drive change!

Roland Kvillborn

President, Swedish Movex/M3 User Association

“I worked with Dennis for several years at IKEA. He had a unique ability to identify my real business needs and integrate them into appropriate applications and support processes. His positive attitude also helped me more than once when I was struggling with some of my major business challenges.”

Pelle Olsson

Business Area Manager, IKEA

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