Tempo!

The Business
Strategy Newsletter
Issue 1-2009

Vision,
Mission,
Principles,
And the
Human Brain
By Henrik Mårtensson
Tempo!
Supplemen
t
Can be rea
d
When John F. Kennedy said that the United only a small part of what stand-alon
e
States would put a man on the Moon, and it accomplished.
bring him safely back before the end of the
1960’s, he presented a strong, unifying vision. The vision united a nation, and it
drove the development of technologies neces-
I was only six years old at the time of the first sary to accomplish the goal, including developing
Moon landing, but I still remember the awe I lightweight electronics.
felt when I saw Neil Armstrong standing on
the Moon. It was the greatest adventure man- NASA did not invent the Integrated Circuit (IC),
kind has embarked upon to date, and it began but the organization was an early adopter, and it
with a vision statement. funded research work at MIT, and spurred the
imagination of scientists and engineers.
The vision of a man on the Moon energized
the floundering U.S. space program, but that is NASA has also been a driving force in the devel-
opment of satellites, which are necessary for our
modern communications systems. Would they
The Tempo! newsletter contains supporting have been able to do this without the prestige,
material for Tempo!, a business strategy
book written by Henrik Mårtensson power and energy generated by the Apollo space
The Tempo! newsletter is published by program? Maybe, but I believe not.
HM MediaTech.
Email:
self@henrikmartensson.org More importantly, our paradigms, the ideas we
Phone:
+46 708 56 23 65 have about how our world works would be
Twitter:
@Kallokain quite different.
Skype:
rubyist
© 2009 by Henrik Mårtensson
Would we view the world in quite the same
way without images like this famous photo
from Apollo 17:
Visions are as important to business organiza-
tions as they are to nations. Unity and sense of
mission are incredibly important, especially in
uncertain times.
Vision provides guidance.Vision encourages an
organization to grow in new directions.
For example, Honda defines itself as a mobility
company, not a car or motorcycle manufac-
turer. This has enabled Honda to diversify into
building aircrafts, developing exoskeletons for
elderly people, and creating one of the world’s
most advanced humanoid robots, ASIMO.
Why then, are most corporate vision and mis-
sion statements so bland? A vision statement is
supposed to inspire, and yet, most companies
have vision statements that are very similar,
and of little interest to anyone but C-level ex-
ecutives, and perhaps the odd accountant or
two.
Many vision and mission statements are filled
with phrases like “market leader” and “provide
customer value”, or “products of the highest
quality”. Frankly, most such statements are
tripe. They have no substance. They inspire no
one, and have little or no effect on how the
organization conducts its business. Nor are
they a useful framework for developing strate-
gies for the future.
2
"First, I believe that this nation should commit
itself to achieving the goal, before this decade
is out, of landing a man on the Moon and re-
turning him back safely to the earth. No single
space project in this period will be more im-
pressive to mankind, or more important for the
long-range exploration of space; and none will
be so difficult or expensive to accomplish."
— John F. Kennedy
There are several reasons for companies having
bland, impotent vision and mission statements:
1. Developing vision and mission statements
take time. C-level managers are loath to
spend the time necessary. They are often
more focused on dealing with issues that are
urgent, rather than issues that are truly im-
portant.
2. Few people, C-level or not, know where to
start. Both the purposes and the definitions
may be unclear. In many corporate cultures
admitting to not knowing something is seen
as exposing a vulnerability. So, a bunch of C-
 Coca-Cola Vision Statement

To achieve sustainable growth, we have estab-

lished a vision with clear goals.

Profit: Maximizing return to shareowners

while being mindful of our overall responsibili-
ties.

People: Being a great place to work where

people are inspired to be the best they can
be.

Portfolio: Bringing to the world a portfolio

of beverage brands that anticipate and satisfy
peoples; desires and needs.

Partners: Nurturing a winning network of

partners and building mutual loyalty.
Planet: Being a responsible global citizen that
makes a difference.

level executives, all equally uncertain and
confused, sit together, and focus on not
revealing that they do not know how to
create mission and vision statements,
rather than on learning how to do it.
3. Developing a vision requires a great deal of
introspection. It is important to develop
true self-awareness, not only to understand
ones own motivations, but to take charge
of them, and even change them. While
most people are able to do this, it does
require effort, and may take them far away
from their personal comfort zone. Thus,
many people simply choose not to make
the effort.
5. Few people have a process for developing
vision and mission statements.
What Vision and Mission Statements Are
A good vision statement expresses a compelling
vision about the future. Achieving the vision does
not have to be feasible, but it does have to be
desirable.
A common trap is to believe the vision has to be
specifically about what the organization wishes
to become. That is unnecessarily limiting. The
most powerful visions describe a world that is
better in some way, not only for the organization
and its members, but for other people.

4. Few C-level executives understand the im-
portance of involving the entire organiza-
tion in developing the vision and the mis-
sion. Thus, the statements fail to take the
views of other stakeholders, including the
organization’s employees, into account.
A mission statement describes how the organi-
zation will achieve the vision.
To be compelling, a vision statement must touch
the inner core of people, the center of their be-
ing. There are many things we can build our
sense of identity and self-worth on: Family,
spouse, children, work, money, possessions,

3
 Merck Mission Statement
The mission of Merck is to provide society
with superior products and services by devel-
oping innovations and solutions that improve
the quality of life and satisfy customer needs,
and to provide employees with meaningful
work and advancement opportunities, and
investors with a superior rate of return.
Merck Principles
Our business is preserving and improving
human life. All of our actions must be
measured by our success in achieving this
goal. We value, above all, our ability to
serve everyone who can benefit from the
appropriate use of our products and serv-
ices, thereby providing lasting consumer
satisfaction.
We are committed to the highest stan-
dards of ethics and integrity. We are re-
sponsible to our customers, to Merck em-
ployees and their families, to the environ-
ments we inhabit, and to the societies we
serve worldwide. In discharging our re-
sponsibilities, we do not take professional
or ethical shortcuts. Our interactions with
all segments of society must reflect the
high standards we profess.
pleasure, friends, even enemies, or we can link
our self-esteem to an organization. We all do
this, to some extent.
Unfortunately, as Stephen Covey pointed out
in his famous book The 7 Habits of Highly Effec-
tive People, there are drawbacks to each and
every one of these. They all create external
dependencies. These make us vulnerable, and
can make us forego long term success in favor
of short term satisfaction.
Principles Are the Foundation for Vision
and Mission!
A set of principles is a stronger, more enduring
core for individuals. Principles can also be
shared with other people, across boundaries
of self, family, and organizational affiliations.
4
We are dedicated to the highest level of
scientific excellence and commit our re-
search to improving human and animal
health and the quality of life. We strive to
identify the most critical needs of consum-
ers and customers, and we devote our re-
sources to meeting those needs.
We expect profits, but only from work
that satisfies customer needs and benefits
humanity. Our ability to meet our respon-
sibilities depends on maintaining a financial
position that invites investment in leading-
edge research and that makes possible ef-
fective delivery of research results.
We recognize that the ability to excel -- to
most competitively meet society's and cus-
tomers' needs -- depends on the integrity,
knowledge, imagination, skill, diversity and
teamwork of our employees, and we value
these qualities most highly. To this end, we
strive to create an environment of mutual
respect, encouragement and teamwork --
an environment that rewards commitment
and performance and is responsive to the
needs of our employees and their families.
Vision Statement
A compelling vision of
the future
Mission Statement
How the organization
will achieve the vision
Vision and mission statements are logically
connected: If the mission Is accomplished,
Then the vision will become reality.
 Possessions Work Family

Money

Spouse

The Center of the

Pleasure
The Center of My Organization
Life (What gives the
Principles
(What gives me organization
security, guides my security, guides its
actions, provides actions, provides
life perspective, perspective, energy
energy and power) and power)

Vision
Organization
Friends (Employer,
Enemies political
religious,
sports...)

Mission

Stephen Coveyʼs principle Based Vision and Mission statements are fully compatible with the No-
ble Vision concept described in Tempo! The ideas are also consistent with behavioral research and
modern neuroscientific research.

Even in a constantly changing world, basic prin-
ciples endure. Therefore, a vision, which must
also endure for a long time, must be based on
core principles.
There are many principles that can serve as
the basis for both personal and organizational
vision and mission statements. Figuring out
which principles that guide your actions, and
articulating them, requires a lot of work.
Identifying and articulating the basic principles
guiding an organization is the responsibility of
the system owners. It cannot be delegated.
However, if you are a system owner, for exam-
ple the actual owner of a company, or a C-
level executive, nothing should stop you from
getting a bit of help.
You can involve employees throughout the or-
ganization in developing the core principles too.
Tempo! describes Crawford Slip, a brainstorming
technique that can be used in very large groups.
Crawford Slip can be an invaluable tool when
developing basic principles, vision, and mission
for the organization.
Remember that as the system owner, you will
have to live and work according to the principles
you espouse. Therefore, the final decision about
which principles to follow is yours. Input from
others is valuable, but at the end of the day, you
are responsible for the core principles of your
organization.
Discover Your Core Principles: Are You a
Theory X or Theory Y Manager?

Creating effective vision and mission state-
ments by necessity involves the entire organi-
zation. People will commit to a much greater
degree to a vision and a mission they them-
selves have helped develop.
Unless you are a buddhist monk or a Barack
Obama type politician, you may never have ar-
ticulated the principles you live by, even if you
are a person of great integrity and your princi-
ples have a very strong influence on your charac-
ter and your actions.

5
 The Theory X says that workers are basically lazy.
organization They dislike work, and have little ambition.
must be
hierarchical. Therefore, extrinsic reward systems, usually
money, are necessary to motivate them. Workers
must be told what to do, and be closely moni-
tored. Each worker can be allowed only a
There must be small span of control. This requires a com-
comprehensive
control plex hierarchy of authority, and very de-
systems. tailed rules governing the behavior of em-
ployees.

Theory X managers use what Stephen

Covey refers to as Gofer (go for) Man-
Workers must
be closely
Failures must agement. They tell people exactly how to
be punished.
supervised. do things, and watch over every step.

Theory X management can get positively

ridiculous when driven to extremes. For
The manager
example, I once worked as a team leader in a
must
Workers will project where the project manager insisted
deliberately
structure the
under-perform. on completely reworked time estimates at
work.
least once, often twice, each day. Predictably, the
only output from the project team was esti-
mates and project plans. (This experience
Workers will Workers will
Extrinsic reward had a lot to do with my decision to go
systems are
avoid work if avoid
necessary to into management consulting.)
they can. responsibility
motivate
if they can.
workers. Even though few managers publicly admit
they manage according to Theory X, it is
the dominant management theory today.
Workers are Workers Workers have
inherently inherently little inherent Theory Y says that under the right condi-
lazy dislike work. ambition.
tions, workers are ambitious, self-motivated,
creative, and capable of self-control. Under
Most companies are a mix of Theory X and the right conditions, workers are excellent de-
Theory Y, with Theory X as the dominant para- cision makers.
digm among managers. However, the Theory X
based command hierarchies and functional divi- Managers are by definition system owners. they
sions are ill suited to high tempo and knowledge create and maintain organizational structures
work. and determine the rules of the organization.
Therefore it is the responsibility of managers to
It helps to have a starting point. One such create working conditions that bring out the
starting point is to consider two extremes of best in workers.
core principles, and how they affect people’s
behavior and outlook on management and Theory Y management is much easier and less
leadership. stressful than Theory X management, but it does
require Theory Y managers to have a skill set
Douglas MacGregor at the MIT Sloan School that is completely different from the Theory X
of Management expressed the basic extremes managers skill set. (Tempo! provides a complete
of management and leadership theory in the tool set for Theory Y managers.)
1960’s: Theory X and Theory Y.

6
 Failures that
W.L. Goreʼs Guiding Principles result in
Fairness to each other and everyone learning should
with whom we come in contact be rewarded.

Freedom to encourage, help, and allow

other associates to grow in knowledge,
skill, and scope of responsibility Failures are
opportunities to
learn and
The ability to make one's own commit- improve.
ments and keep them

Consultation with other associates be-

fore undertaking actions that could im- There is no Failures are the
pact the reputation of the company need for result of factors
elaborate outside the
hierarchies of control or
control and understanding
authority. of the worker.

Workers must be There is no Under the right

encouraged to need for conditions,
communicate laterally elaborate most workers
and vertically control will do their best
(No organizational silos.) structures. at work.

Workers should Workers should Work

Most work
have a say in have great satisfaction is
involves many
decisions that latitude strong
process steps
affect them. regarding how motivation to do
performed by
to accomplish well.
different people.
missions.

Workers have Workers are Workers are Managers are

first-hand responsible motivated by responsible for
information decision intrinsic creating a work
about their makers. rewards. climate where
working workers can do
conditions. well.

Workers are Workers are Workers are Workers enjoy Managers, by

Workers can definition, are
ambitious under creative under self-motivated their work under
excercise self- responsible for
the right the right under the right the right
control. the organization
conditions. conditions. conditions. conditions.
as a system.

Theory Y leads to better performing organizations, partly because it encourages individual workers
to perform better, but also because it creates opportunities to create organizational structures that
are agile and resilient. See Tempo! for a thorough description of the organizational structures pos-
sible, and how they confer competitive advantages.

7

What happens when you drive Theory Y man-
agement to its extremes? Judging from W. L.
Gore, Ltd., which is a company explicitly based
on Theory Y, you get a booming success. Gore
is one of the few companies that expect to
grow significantly during, and to some extent
because of, the current recession. Gore has no
employees, only associates. Associates have four
principles to guide them, and they elect their
leaders by voting. See the sidebar on page 7
for the Gore guiding principles.
Theory Y organizations do not need the hier-
archies of command and elaborate control
structures that Theory X organizations do.
Command is decentralized. This makes them
agile, able to grasp opportunities quickly, and
able to adapt to changing circumstances.
Most Theory Y dominant companies were cre-
ated that way from the start, or at least early
on, like Richard Branson’s Virgin Group. It is
possible for large organizations to deliberately
transform from Theory X to Theory Y though.
The U.S. Marine Corps is a shining example.
McDonaldʼs Vision Statement
"McDonald's vision is to be the world's best
quick service restaurant experience. Being
the best means providing outstanding qual-
ity, service, cleanliness, and value, so that we
make every customer in every restaurant
smile."
8
The catch is that such transformations are diffi-
cult, and require a lot of effort.
If you decide to move your organization closer
to the Theory Y end of the X-Y continuum, be
prepared for a lot of work. Remember that say-
ing your company is a Theory Y company will
not confer any advantages by itself. You have to
walk the walk as well as talk the talk.
Neuroscience and Core Principles
In Tempo! I show the structural advantages an
organization can obtain by using vision, mission,
and trust as cohesive forces. There is another
side to the matter which I did not explore as
fully:
Theory X organization’s waste brainpower, be-
cause only a few people in the organization, the
managers, are supposed to do any creative think-
ing. This is pretty obvious, and has been lamented
by many people over the past 90 years.
What is less obvious is that Theory X may also
short-circuit the few brains that are supposed to
think in hierarchical Command & Control or-
ganizations.
The culprit is the belief that rewards should be
predominantly extrinsic. That is, that people are
primarily motivated by money, status, and power.
The problem isn’t that this is a false belief. It isn’t.
Money, status and power are powerful motiva-
tors. Very powerful.
The problem lies in how these extrinsic motiva-
tors affect the brain.
Neuroscientific research has showed that we
have two different centers in the brain that are
active when we become motivated to do some-
thing.
One of these centers is the Nucleus Accumbens,
the pleasure center of the brain. The other is
the Posterior Superior Temporal Sulcus, a groove
on the surface of the brain.
The Nucleus Accumbens is an old part of the
brain. Not much thinking going on there, just the
desire for immediate gratification. The Nucleus
Accumbens is triggered by extrinsic rewards,
like a promise of money.

The Posterior Superior Temporal Sulcus, on

the other hand, is activated when we feel so-
cial responsibility. It is triggered when we are
stimulated to think about the well-being of
other people.

Theory X thus becomes self-

fulfilling. It affects management
expectations, and thus influ-
ences management behavior, so
that people, workers and man- It is nice to get out of the office once in a while.
agers, exhibit exactly the stupid The picture shows me while doing preliminary
and irresponsible behaviors research for the Primus Vicus project.
Theory X predicts.
Theory X thus becomes self-fulfilling. It affects
management expectations, and thus influences
The problem is that these centers are never
management behavior, so that people, workers
active at the same time! Extrinsic rewards
and managers, exhibit exactly the stupid and ir-
make our social conscience shrivel up and go
responsible behaviors Theory X predicts.
into a coma.
On the plus side, Theory Y is also self-fulfilling.
In effect, by basing organizational reward sys-
People adapt their behavior to positive expecta-
tems on large extrinsic rewards, we are manu-
tions too.
facturing temporary sociopaths.
Even better: There is evidence that stimulating
Theory X organizations also punish failure.
the Posterior Superior Temporal Sulcus, the
Most people fear punishment and want to
brain’s altruism center, leads to better perform-
avoid it, so they do what they can to avoid fail-
ance than stimulating the pleasure center. Stimu-
ure. That is, they take few or no risks and they
lating the Nucleus Accumbens may even lead to
try to hide their mistakes and failures. In other
worse performance than doing nothing at all.
words, fear kills initiative, and reduces our abil-
(See the book Sway in the Reference section.)
ity to correct mistakes.
If we are looking for principles to drive a unifying
Fear is to a large extent a learned response to
vision and shaping missions people will commit
an external stimulus. In a Theory X environ-
to, it is clear we should look close to the Theory
ment, fear responses will be triggered over and
Y end of the X-Y continuum.
over again, leading to increased sensitivity to
the stimuli. Putting a Vision to the Test: The Battle for
Primus Vicus
Fear reduces our capacity to reason clearly. As
Frank Herbert put it in Dune: Fear is the mind- In the summer of 2008 my family and I visited a
killer. medieval village in Halmstad. The village is called
Consequently, Theory X based environments
does not just engender selfish behavior, it also Virgin Atlantic Mission Statement
inhibits initiative and reduces our capacity to To grow a profitable airline, where people
think. love to fly, and people love to work.

9
The Primus Vicus medieval society was close to shutting down when they decided to express their
vision and mission in the form of an Intermediate Objective Map to rally their forces. Later, when
under direct attack from a PR and event arrangement company, the society fought back success-
fully.

Primus Vicus (First Village) and was built in 2007
as part of the celebration of Halmstad’s 700
year anniversary.
The original plan was to tear Primus Vicus
down once the anniversary celebrations were
over. However, a group of enthusiasts, including
the project manager and members of the team
that built the village, decided to turn the village
into a permanent tourist attraction. In order to
do this, they formed the Primus Vicus medieval
society, and obtained stewardship of the village.

Create an interest
in medieval history
and folk life.

Work in close
Be a Living History Make money now
collaboration with
museum and in the future
the municipality

Fit into Halmstad's Minimize operating Minimize

Have a historically Be profitable to the 2020 vision (City of expenses investments
correct Maximize revenue
municipality Knowledge, City of considering considering
environment Events, Home revenue and revenue
Town) investment

Have popular
Be a knowledge Draw tourists to Have active and
Have excellent attractions and
center for medieval Halmstad committed
sponsor support activities the year
history and culture members
around

Be well organized
Be an interesting with clearly defined
Have fun activities
Have top class PR partner for other areas of
for members
societies responsibility

10
All active members took part in creating the vision and the mission for the Primus Vicus society. Ac-
tive participation at all levels of an organization is absolutely necessary. Without it, people will have
no reason to commit themselves. Less than a year after these pictures were taken, the people here
proved their commitment in the battle against Halmstad & Co.

Running the village proved to be much more
difficult than building it. When I first visited
Primus Vicus there was talk of giving up, of
closing the village and disbanding the Primus
Vicus society.
I talked with some society members when my
family and I visited the village, and suggested
that I might help. We decided to run a brain-
storming session for the entire society, and
develop a combined vision and mission state-
ment in the form of an Intermediate Objective
Map, and a plan for reenergizing the society
and getting the village on secure financial foot-
ing.
I often work under NDA’s, but the Primus Vi-
cus society decided to let me videotape the
work we did, publish videocasts, write and talk
about the project. For me, this was a rare
chance to publish detailed accounts of some of
my work.
Some time after my work with the society, the
society made a deal with the Halmstad city
council to transform their stewardship of the
village into ownership.
When society members went to a meeting to
sign the contract, they were surprised to find
that the deal was off. The city council had de-
cided to close the village and tear it down.
It soon became apparent that the city council
had changed its decision because of Halmstad &
Co., an event arrangement company. The reasons
are not entirely clear, but initially it probably had
to do with getting control of the property the
village was built on. Later, the battle developed
into a death-match.
Halmstad & Co. expected an easy victory. They
soon found they had attacked a nest of wild cats.
Primus Vicus had found their vision. They now
made it their mission to fight off the threat.

I have described the two day brainstorming

session in three videocasts on the Kallokain
channel at YouTube, so I will skip the details
here. What is interesting is the Intermediate Honda Mission Statement
Objective Map on page 12. It shows the vision "We will crush, squash, and slaughter Ya-
and the mission the society members created maha"
for themselves, a vision and a mission they
From the famous Honda-Yamaha War in the
chose to commit to.
1980’s.

11
 Start
Can the statement be disagreed
with reasonably?
No
disagreed with, it is to bland
Can progress towards the
objectives be measured?
Yes
measurable, the statement is
Does the
statement differentiate the
organization from other
organizations?
Yes
Is it a unifying
concept for all the diverse
businesses the company is in?
Yes
growth, the organization will
Does it suggest new directions for
diversification and growth?
Yes
A mission should play the
same role in a company that
the Holy Grail did in the
Crusades. It does not have to
appear to be feasible; it only
has to be desirable.
— Dr. Russel Ackoff
If the statement cannot be
to be useful.
If progress is not
useless.
If there is no fundamental
difference between the
organization and other
organizations, the
organization has no value
over other organizations.
Without diversification and
eventually wither and die.
Shareholders, managers,
employees, the public,
customers, suppliers...
The battle got pretty harsh. At one point, when I
visited the village, the city council had locked
the village up, and had dogs running loose
inside it to keep society members out. At
another point in the war, it was the society
that occupied the village in order to stop the
city council from tearing it down.
The Primus Vicus society attacked in Maneuver
Conflict fashion, with attacks from multiple di-
rections: They engaged a lawyer to sue for
breach of contract, they occupied the village,
they made public manifestations to turn the pub-
lic against the PR company attacking them, they
held events to prove their worth to the com-
munity, and they succeeded!
In the end, the Primus Vicus society had to agree
to relocate the village, but they did obtain own-
ership. The CEO of Halmstad & Co. resigned in
June 2009.
The Primus Vicus society is alive and well. I am
definitely going to renew my membership.
Vision Check: How to Test Your Vision
and Mission Statements
Use the flow chart to the left to check whether
your vision and mission statements can unify and
guide your company toward the future. The dia-
gram is based on an article by Dr. Russel Ackoff.

Is it relevant to all stakeholders?

If you get stuck at one of the evaluation boxes,
unable to proceed further, your vision and mis-
sion may be nothing more than wasted space on
Yes All employees must
participate in developing the
your corporate web site.
statement (or sub-
statements), or relevance will
be lost.
In the short range, this may not hurt you much,
Is it exciting and inspiring?
at least no more than the pain you are feeling
right now, but ponder this:
Yes

A company without a vision, is a company

Managers and employees
without a future.
Is it visible?
must see the vision and
mission every day.
The vision and mission must
become part of everyone's
mental picture of the
organization.

Great Vision
and Mission

12
References and Acknowledgements
About Henrik Mårtensson
Books:
• Sway:The Irresistible Pull of Irrational Behavior
by Ori Brafman and Rom Brafman
• The 7 Habits of Highly Successful People by
Stephen R. Covey.
Articles on the Web:
• Computers in Spaceflight: The NASA Experience
at
http://history.nasa.gov/computers/Part1.html
• Mission Statements, an article by Dr. Russell
Ackoff is available at
http://www.charleswarner.us/
articles/mission.htm
Photographs
The following photos are from stock.xchng:

• Seattle Space Needle

Henrik Mårtensson is a management consultant
The following photos are from WikiMedia and business advisor.
Commons:
Henrik has worked for Ericsson Hewlett-
• Blue Marble, photo of the Earth taken during Packard, Volvo 3P, Volvo IT, Wirelesscar, FMV, Sca-
the Apollo 17 expedition. nia, Astra-Zeneca and many other companies.
• John F. Kennedy
• Apollo 17 Moon landing Henrik is a prolific writer, with more than 250
• Coca-Cola advertisment published magazine articles, and several technical
• Brain with Nucleus Accumbens marked manuals to his credit. His blog, Kallokain, was
nominated for NOOP’s list of most influential
bloggers in 2008. Henrik is also a member of Ag-
ileZone’s Most Valued Blogger program.

Henrik’s videocasts about management on the

Kallokain channel at YouTube have been viewed
more than 30,000 times.

You can contact Henrik by

phone: +46 708 56 23 65

email: self@henrikmartensson.org
Skype: rubyist
Twitter: @Kallokain

or, visit Henrik’s web sites:

www.henrikmartensson.org

kallokain.blogspot.com

www.youtube.com/user/kallokain

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