Alicia Medina is one of the founders.
She has a solid academic background with degrees in different fields: Mathematic, Computer Science, Psychology and Strategy.. She has more than 20 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.
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 academical undertakings and research projects.
Rolf Medina Business Consultant 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 an executive PhD a Programme and Project Management from SKEMA Business School, Lille, France, M.Sc. in Project Management and a B.Sc. in Computer Engineering.
2015, Project Management Journal
Journal paper ”What’s a good Project Manager”.
2015, International Journal of Managing Projects in Business
Journal paper ”The competence loop–competence management in knowledge-intensive, project-intensive organisations”.
Knowledge-intensive organizations tend to be project-intensive having many projects of different size and importance. In this context, competence evolves through projects. The purpose of this study is to identify the mechanisms that steers competence management in these kinds of organizations and also the factors that are involved in the human capital contribution to competitive advantage in relation to the interaction between parent organizations and projects.
2014, International Journal of Project Management
Journal paper ”The project manager and the organisation’s long-term competence goal”. This paper presents empirical results from a study that aims to increase our understanding of the project manager’s involvement in competence management in larger project-oriented organisations. The major contributions are the framework that constitutes human resource management (HRM) competence management practices related to projects followed by the importance of project managers involvement in the company’s long-term goal in terms of competence.
2014, PMI Nordic Conference, Passion For Projects, Helsingborg, Sweden
Presentation ”Competence: Are we using it or losing it?”. A seminar about how Swedish project-oriented organisations manage their long-term competence goal.
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”.
2012, PMI Montevideo, Uruguay
Presentation about how to establish and manage complex programs. Cases from Quini’s experience.
2011, EURAM conference, Tallin
Presentation and publication of an academic conference paper “The unresolved struggles between Functional Managers and Project Managers”.
2011, PMI Swedish congress, “Passion for Projects”Gothenburg Sweden
Presentation of the research about the struggles between functional managers and project managers in Swedish organizations.
2010, PMI Malmö, Sweden
PMO presentation of the newest research and cases from Quinis own experience.
2010, PMI Malmö, Sweden
Presentation and conduction of a Workshop for Project Managers about the struggles of the profession. Focus group approach of the workshop.
2009, EDEN annual Conference Lille, France
Presentation of the research and research proposal.
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.