Without humanity, we would be only machines
First of all: The digitization everyone is talking about poses a great danger: that wherever technocrats are in charge and data govern, humanity is left behind. "A naive glorification of technology without a human orientation and without social responsibility is misleading," warns management thinker Winfried Felser.
Digital is already possible today, but feasibility can never be above humanity. In addition, the digital orientation necessarily requires innovations in the way we manage and manage them. HR 4.0 and New Work are the keywords. Disruptive management models are needed. However, in order for these to take effect at all, the in-house infrastructure must first change.
Organization in the age of digital transformation
The core question, which the carpet must now set aside, is as follows: “How do we organize our Company in the age of digital transformation? ” For this, a transformation into a more agile state is first necessary. This means that everything that makes an organization slow must go away. And everything she does quickly has to come. To be able to do this, it must be transformed vehemently. An end to the management, as we know it, is on.
Exponential developments can not develop in linear organizational models. Rigid processes are unlikely if fluid agility is urgently needed. And central control does not work in complex systems. Self-organizing structures are much better suited to that.
The internal brake pads on the way to the future
Almost everywhere, Alpharearchy is still regulated and governed. And while the world is changing irreversibly, you indulge in the company with common procedures and spent rituals from the deep last century precious time: makes banter, Top-down formations, silodenke, planning games and budgeting examinations prevent any necessary progress.
The companies are trapped in their own systems. And they will not fail in the market, but in their structures.
After all, classic management information is spent most of the time organizing yourself rather than dealing with business and customers. Process obsession, goal feticism, and cramped rules are a huge money, time, and motivation-destroying machine, which no one can afford anymore.
Ruling do not appeal to palace revolution
Everything is screaming for change, but the persistence tendencies on the executive floors are colossal. Giving back status, power and control is also damn hard.
It equals a loss of identity. Possession of property is therefore a huge issue. Through an inflated measurement and control bureaucracy, many managers even ensure their very existence.
Repeat victorious battles
"Men want to repeat battles in which they were victorious," warns the literary professor Gertrud Höhler. "And the longer the success story, the more autistic you become," adds Reinhard K. Sprenger.
"Innovation is the hardest decision for a CEO because it disrupts business processes," warns Maurice Levy, head of the Publicis group. Nicht Being innovative is the better choice in most organizations. But who dares in these new times, nothing will fail guaranteed. Because the rules of the game will never be the same again.
Step on the way to the future
Can traditional organizations be reformed at all? A little whitewashing isn't enough. And the leap from a classic pyramid organization to a network company has to be done quickly. Even before technological innovations, management innovations are needed first of all. This has to be wanted from the top, on three levels:
- At the level of the organization: This is about the appropriate conversion of the company to make it fit for our new business world. First change yours org, Replace silo structures and their associated chains of command with collaborative structures. The illustration shows an example organization chart in which everyone works in a networked and open way with everyone to serve the interests of the customer - not his boss.
- At the level of leadership: The instruction-oriented leadership and a related obedience culture as well as fixed job descriptions and pre-marked career paths are passé. Favor changing leadership roles in the form of process and project managers as well as specialist careers who are equated with leadership careers. Leaders are needed moderators, facilitators and catalysts.
- At the level of the employees: Mobilize the self-directed forces of empowered teams. Activate the “wisdom of the many” and create playing fields of will and need - across all departmental boundaries. "Guardrails instead of handcuffs" and "Courage to try" are the motto. "Disagree with your boss" is a must. In addition, top results can only unfold in a “laughing” corporate culture in which everyone feels comfortable.
This is the foundation that makes a company fit for the future. Digitization in all areas of the company is then the next step. However, in the end is not technology, but an obsession for the customers and their concerns the common goal.
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