Alicia Medina is one of the founders.
She has a solid academic background with degrees in different fields: Mathematic, Computer Science, Organizational Psychology and Strategy. She has more than 25 years of experience from companies like Ericsson, AstraZeneca, Telefonica, Telia, Uddeholm Tooling, Sony Ericsson and IKEA in roles such as Project Manager, Product Manager, Program Manager, Strategy Manager, Functional Manager, Coach and Business consultant.
Throughout her career, she has worked with organizations from the following perspectives: technology, processes and people. Developing organizations in those fields.
She possesses a PhD in Strategy, Programme and Project Manager from the school of Management at Lille’s University in France.
Based in Malmoe in Sweden, she combines her assignments as Business Consultant with her academicals undertakings and research projects. She is also a writer and speaker at both Management and Innovation conferences.
Rolf Medina Business Consultant, Associate Professor and one of the founders.
Rolf has managed several complex projects and business change programs in different parts of the world during his 25 years’ career. Some of his clients have been Sony Mobile, IKEA-Swedwood, Vattenfall, Skånetrafiken and GN ReSound. Rolf has also possessed different management positions at companies like SSAB, Mandator, Ericsson and Lantmännen.
His professional background led him to a special interest in competence management and he has developed different models and frameworks for management of competence in knowledge-intensive, project-intensive organizations.
Rolf holds a PhD a Programme and Project Management from SKEMA Business School, Lille, France, M.Sc. in Project Management and a B.Sc. in Computer Engineering.
He is also a writer and speaker at both Management and Innovation conferences.
2018 Paper, Journal of Leadership, Accountability and Ethics
The Linkage between Learning Capabilities and Innovative Capacity – a Case Study
2018 Book, Publisher: Taylor and Francis Inc, United States.
“Managing Project Competence: The Lemon and the Loop”
This book describes how we as individuals, as well as organizations, can be efficient in the development and utilization of competence. The first perspective is the ”Lemon,” which focuses on individual competence and the role of organizational culture. The Lemon framework takes the concept of competence based on knowledge and experience and explains how a person can apply knowledge and experience to different contexts. It changes the concept of competence from being static to being agile and dynamic.
The second perspective of competence is the ”Loop,” which models how organizations can manage not only to the benefit of organizational strategies and goals but also to an individual’s future career. The Lemon and the Loop are the basic tools to make competence and performance management agile and effective.
2017 International Journal of Managing Projects in Business
Journal paper: “Managing competence and learning in knowledge intensive, project-intensive organizations: A case study of a public organization”
This study explores how a public knowledge-intensive, project-intensive organization manages competence in relation to its organizational goals and to identify which mechanisms are involved in this process as well as the underlying factors of those mechanisms.
2017, PMI Nordic Conference, Passion For Projects, Malmö, Sweden
Presentation” The unresolved struggles in Matrix organizations”
2017 REES – Research in Engineering Education Symposium Bogota, Colombia
Presentation and Publication of a conference paper: ‘Introducing a new framework for education in engineering based on the competence loop and Bloom’s updated taxonomy: Learnings from a longitudinal study‘
2017 GIKA (Global Innovation and Knowledge Academy) Lisbon, Portugal
Conference paper: ‘Competence management in knowledge-intensive, project-intensive organizations‘
This paper explains how organizations should manage competence in a way that contributes to competitive advantage by defining different factors that supports how knowledge-intensive, project-intensive organizations should manage competences in a way that the competences contribute to the organization’s competitive advantage. Furthermore, this paper connects organizational processes with social processes by classifying the founded factors into these two dimensions. In addition, the context and organizational culture and identity are outlined to having a significant impact on effective competence management.
2017 EURAM Glasgow, UK
Conference Paper: ‘The linkage between learning capabilities and innovative capacity – A case study’.
An organisation’s learning capabilities are the foundation to deliver innovative products and services through projects or other value-creation activities. This paper explores the link between an organisation’s learning capabilities and its capability to deliver innovative projects in line with market needs.
2016 Book, Publisher: Taylor and Francis Inc, United States.
Co-author of a book based in a research about ethical issues in business, the major contribution are a new framework and two novel constructors.
Lopez, E., & Medina, A ‘Ethics and Governance in Project Management: Small Sins Allowed and the Line of Impunity’.
2015 International Journal of Managing Projects in Business
Journal paper: “Influence of Ethical Behaviors in Corporate Governance”
It is a thesis review that explain both the essence and the contribution of the thesis and the journey of the supervision as well as the candidate.
2015 Project Management Journal
Journal paper: ‘What are the characteristics that software development project team members associate with a good project manager?’
A qualitative research investigation done at Sony Ericsson using Repertory grid methodology that takes the project team members perspective.
2015 Paper, International Journal of Managing Projects in Business
The competence loop: Competence management in knowledge-intensive, project-intensive organizations
2014 Paper, International Journal of Project Management
The project manager and the organisation’s long-term competence goal
2014 Conference, PMI- Nordic Congress Passion for Projects March 2014
Competence, are we using it or losing it?
2014 PMI Sweden Malmö
Workshop having a Focus group approach for the topics of “Ethical behaviors in projects”
2014 EURAM conference Valencia, Spain
Conference paper: ‘Investigating the factors that cause the struggles that project managers and functional managers have in matrix organizations”
2013, EDEN annual Conference Lille, France
Presentation of the PhD thesis outcomes about the sources, the areas and the consequences of the struggles between Project Managers and Functional Managers in Matrix Organizations.
2013, FooCafe seminar, Malmö
Presentation “Competence: Are we using or losing it? ”A seminar about how Swedish project-oriented organisations manage their long-term competence goal”.
2012, EURAM conference, Rotterdam
Presentation and Publication of an academic research paper “An explorative study about: the project manager’s degree of involvement in competence management In Swedish project-oriented organisations and its impact on the organisation’s long-term competence goal”.
2011, EURAM conference, Tallin
Presentation and publication of an academic conference paper “The unresolved struggles between Functional Managers and Project Managers”.
2010, PMI Malmö, Sweden
PMO presentation of the newest research and cases from Quinis own experience.
Quini was born in 2002 with the view that positive leadership forms a sound and healthy organization. An organization rests on a number of foundations that support the operation and bring the organization together.
In the vision for Quini, five pillars form the foundation of the company. The pillars are the Self, the Group, the Environment, the Change and the Motive Power.
A company, like a human being, has different levels of self-knowledge and self-esteem. The company’s knowledge about its own values and culture is reflected by its actions in different situations. Knowing one’s soul is important for a company as well as for a human being. The Self has a significance for the individual as well as for the company. Both need to understand themselves and, in this way, create strong self-esteem. In the case of a company, self-knowledge and self-esteem will be expressed through the company culture and how the company lives up to this.
Quini works with the person as well as the company as individuals.
People work in teams or groups to achieve their high aimed objectives. The team consists of individuals that will complement each other. A well-built team, in which all individuals understand their roles and communicate efficiently is the most efficient way to achieve results. An inefficient team creates incompetence. A team that works well can take over different tasks and is quickly be able to undertake new problem areas.
Quini works with management teams and directive boards as well as with projects and working teams.
There is always a world outside the project, program or organization. Projects and programs need to coexist with other projects, ongoing operations and within the whole organizational context. An organization can not be seen as an island; outside the organization there are competitors, collaborators, customers, suppliers, regulations, trends and other organizations. Awareness of the importance of context is a key success factor in any project or organization.
Quini introduces the environmental perspective in working methods and in processes.
The World around us will change continuously. To survive and to develop, the organization has to have both flexibility and understanding so that the change will be a natural part of normal work. A mature company will handle the evolving world around it and also influence change. This change and consolidation walk hand in hand. Any change will be followed by a consolidation phase where the fruit from the change will be harvested. Services and solutions have to be formed so they can meet the change and not be out of date or useless.
Quini works with change and consolidation management with all kind of organizations and with the construction of solutions that keep pace with.
To reach a goal, to obtain a result, to perform more than is expected. It all depends on a motivated workforce in a motivated company. Motivation is the effect of a common objective, challenges, understanding, involvement, fellowship, happiness, etc. Motivation gives us the power to perform.
Quini works with motivation, for individuals and for groups.