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.
The goal is clear – the path and the speed to take are not: The (digital) transformation of the healthcare system in the German-speaking countries (Germany, Austria, Switzerland, and Liechtenstein) is progressing rather slowly. Using Switzerland as an example, this article examines the root causes, useful best practices, and the contribution managers can make by following the New Healthcare Management approach.
This article describes measures to absorb exhaustion, build performance and prevent slipping into burnout. Includes a book tip for brain-friendly work.
Especially in the wake of the Corona pandemic, more and more companies are organizing themselves independently of location. To grow sustainably in this structure and build a team, there are some aspects to consider. Dominik Angerer, co-founder and CEO of Storyblok, a tech company that operates completely remotely, explains what matters in remote work.
Putting people at the center and sustainable changes in corporate culture. New Work is a term that has been around for a while, but there are also real-world examples that testify to the success of the model. We explain what can be learned from science and practice.
Welcome to the VUCA world: Companies experience many uncertainties to which they have to find permanent answers. And they often have to say goodbye to supposed certainties. This is easier in a corporate culture that sees change as a normal state and as an everyday task for each individual. The experiences from the Lockdown are a good starting point for working toward this goal.
New work is not old work in the home office. The author encourages step-by-step development of the mindset and possibilities of New Work with small experiments.
New Work as we really, really want it - that is the approach of New Work. The movement that was founded in the 1970s by the social philosopher Prof. Dr. Frithjof Bergmann, with the question of the freedom of the human being within his work and the realization that the future of work is closely linked to the satisfaction of the employee.
Meanwhile, there are many tools and tool suites that can make the work of each individual easier. However, their power only really unfolds when they support collaboration. Although many companies have already introduced tools, they often get. What is the reason for this? We should focus more on the mindset rather than just the tools and skillsets. With the five steps I am outlining, we are paving the way for new cooperation.
We have to adapt to changing times. Home Office and Remote Work are new to a lot of people. We give answers on how to start, what to do and where to improve.
