Author
19 articles
Biography in German
Besser Zusammenarbeiten - besseres Onboarding mit Wissenstransfers - unlösbar scheinende Probleme mit Moderation zu einer Lösung führen - Speaker - Inspirationsquelle für Geschäftsleitungen
According to a recent survey, 22% of German companies offer smart services, 13 are preparing them and 50% are currently planning them (Friedrich, Meiren, Schiller 2021). Only 7% think they are using AI. Why is that?
AI & Machine LearningDr.Ursula Meyerhofer Fahlbusch8 minutes
Companies today face the problem of recruiting and retaining staff. At least for as long as newly recruited employees stay at all. Long-term career opportunities and training programs are only one means of persuading employees to stay. But they lose their binding power. Mindful language in the company costs little and ensures a motivated daily routine.
CultureDr.Ursula Meyerhofer Fahlbusch6 minutes
Industrialization 5.0 does not only mean pattern recognition and automated knowledge generation, it also means that new tasks fall to humans when ChatBot technology is used. New roles arise for human employees when you consistently question everything, construct special cases, and make use of contextual knowledge logic and emotionality.
AI & Machine LearningDr.Ursula Meyerhofer Fahlbusch7 minutes
How do you start if you want to take digitalisation in hand - but don't quite know where best to begin? Despite many support initiatives, the first step is often difficult for traditional companies and businesses. With the right questions, the need for action can be identified and the path smoothed.
OrganizationDr.Ursula Meyerhofer Fahlbusch6 minutes
Do they feel the bottleneck, the so-called "bottle neck"? Pressure at the top from management, pent-up frustration among employees. The tighter the bottleneck of overburdened management and stressed employees, the less you will get relief and open space for redesign. The 4 steps of the Bottle Neck Expansion Chain can help.
Leadership & ManagementDr.Ursula Meyerhofer Fahlbusch8 minutes
Haven't meeting leaders in the familiar purpose become obsolete - be it that teams work largely independently - be it that the employees themselves already know what needs to be done - or even that the team sleepwalks into leading itself?
Leadership & ManagementDr.Ursula Meyerhofer Fahlbusch4 minutes
Having to dismiss one's own employees is one of the worst things that can happen to a company. There is anger, there is sadness, and all the trust that has been built up in people seems to be lost. The employees may be angry; they are certainly despondent. The situation seems hopeless, doesn't it?
Human RessourcesDr.Ursula Meyerhofer Fahlbusch5 minutes
"Employees 4.0" and "Managers 4.0" could be the requirements for the company of the future. This describes, for example: Flexibility to master the digital transformation; permanent readiness for further training and to see the profession as a vocation. This also means being able to cope with the blurring of boundaries between working hours and permanent availability, while still being able to demonstrate a permanent capacity for enthusiasm. Great demands that cause anxiety. How can these demands be translated into everyday language - where can we start to improve ourselves so that we do not experience ourselves as externally controlled and inferior? By working on our own human competencies.
Leadership & ManagementDr.Ursula Meyerhofer Fahlbusch5 minutes
What the foundations of good decisions are, is often reflected too little and systematically. Yet the costs and well-being of a company depend on how decisions are made. It is no coincidence that decision-making technology is held in high esteem by innovative companies.
Leadership & ManagementDr.Ursula Meyerhofer Fahlbusch6 minutes
This is about competencies. These are things that we do - demonstrably and observably - and how. So it's about learning, and learning by example is particularly stimulating. If we learn from others, the probability increases that we can also do something or at least tackle it. Therefore: let's learn from the approach of startups. The most important, because agile and out-of-the-box, techniques we can copy for our company and thus gain a bit of agility and new shores.
OrganizationDr.Ursula Meyerhofer Fahlbusch6 minutes
The article takes as its starting point what the digital transformation is doing to society. The profound changes in which we find ourselves are hardly comprehensible for the individual. There is therefore a need for analog exchange and for learning from one another. Individuals are increasingly coming together in real places where they can meet and, in exchange with others, master the digital transformation and identify spaces for action. A spirit of openness characterizes exchange and learning from and with others. Simple and repeatable forms have emerged that can be applied without effort - for example, X-Days.
AdvancedDr.Ursula Meyerhofer Fahlbusch9 minutes
Information flows are like blood in the veins: it must flow and adhere to the most important messengers. Visualize with a map where you can improve your flows and implement these optimized nodes immediately.
Leadership & ManagementDr.Ursula Meyerhofer Fahlbusch3 minutes
