I often discuss digitization with experts and am always amazed at how complicated digitization is approached. It's clear what needs to be done ... But then there's always this one argument: that people aren't behind it at all! But even the supposed resistance is - actually - quite simple and can be transformed into approval and motivated participation in one fell swoop.
Future-oriented leadership means providing optimum support for employees in all phases of their lives. It is about attractive working conditions and skills development. But it's also about filling management positions sustainably and keeping high-potential employees in the company for the long term. Walk your talk - working part-time as a manager
"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.
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.
The next industrial revolution is also called Industry 4.0. It is often mentioned in articles and news and discussed in many companies. What it actually means and which areas it covers, we explain to you here in this article.
"If you quit today, we'll pay you for the time you worked and offer you a $1,000 bonus." Unusual approaches like these have been shaping the new culture in our understanding of New Work, and not just since today.
In a time in which we are moving at an almost absurd speed due to the technical possibilities, 4 generations with different prerequisites and needs are coming together. For the companies, it is now time to finally "get going" and initiate a rethink, because the dusty "top-down" structures, insofar as they still function at all, will no longer be effective in the long term in terms of the economy and the labor market.
This is the second article in the series dealing with the topic of the great transformation. I have already explained in detail in the first article that this is a large subject area that goes far beyond currently frequently discussed topics such as digital transformation, work 2.0, home office work and New Work.
In this article, I now propose a process that I consider meaningful and promising for harmonizing your company or organization as well as possible with the challenges of our time in the purpose of a location determination and realignment. This dynamic process, which is not to be understood as a concept or model, has the goal of promoting a more holistic way of thinking, which ultimately also leads to new types of structures, processes and an image of man that is better suited to the demands of our time. In my view, this is long overdue, because time is pressing, new approaches are required, and untapped potential that has been overlooked so far should be uncovered and utilized.
Digitization projects have a tremendous complexity that wants to be managed. No technology or data models can manage this complexity as well as people themselves. But for this to happen, people have to function well in a team. In this article, you will learn what usually causes digitization projects to fail, how you can recognize failure early on, and how you can take five simple steps to ensure that you don't have to abandon your project.
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.