Future and innovation through teams: Success through change

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Surprising requests from a customer or an unexpected external crisis - both can often not be dealt with quickly enough in existing structures. Different approaches are needed here.

Future and innovation through teams: Success through change

Here writes for you:


Ulrike Stahl Ulrike Stahl_Portrait quer_berufebilderUlrike Stahl is Businesscoach, trainer and speaker on the topic of success factor cooperation.


Initiative is required

Take initiative, ignore obstructive processes and interdisciplinary cooperation. Exactly what common sense offers, but the organization often forbids.

The only important questions in this context are: To what extent can organizations adapt flexibly? Can Company actually ignore rules and processes when they are a hindrance? Are employees able to use the power vacuum to look for solutions themselves? This is exactly how innovations can arise! This is exactly where it is important to look. This is exactly where the opportunity arises to adapt structures to the new normal.

Life has surprises

It is understandable that entrepreneurs, managers and employees long for the familiar, for security. If this is no longer the case, we have to cope just as well with what we actually all know, but are always happy to ignore: Life holds surprises. Then you have to be flexible and react to what is happening. Nevertheless, we humans are attached to our plans. Just like organizations to target agreements and standard processes. After all, we trained it for a long time.

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Changes do not leave anyone behind without a trace. Above all, the greater the cuts that these changes demand and leave us with. Crises bring hidden talents and behaviors to light. But they also reveal weak points. That is why we always have to realign ourselves and find the new normal that consistently adapts to the requirements of the market.

The result is co-creativity, flexibility and the motivated WE, which makes companies and people fit for dealing with changing tasks - and thus for the future. The right form of cooperation is the key. Especially when you look at what two basic tasks there are in a company.

Blue tasks - simple or complicated

This is about tasks that we can solve with knowledge. For example, how to correctly calculate wages - also taking short-time allowance into account. It is clear what is right and wrong. Good cooperation means that everyone does their work reliably according to plan. There are rules and processes for this. The better these are defined, the more efficiently the task can be carried out.

Entrepreneurs should know which tasks fall into this category. But even if it seems that the most important thing is that employees adhere to the processes, they should not be reduced to them. After all, we have all experienced how quickly we can be confronted with a new situation in which we depend on everyone's creativity and collaboration.

Blue tasks are characterized by:

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  • Knowledge
  • Expertise
  • Regulate
  • Map
  • Processes

Red tasks - dynamic or lively

These are challenges that cannot be solved with knowledge. They are new and surprising, like the innovation of a competitor or how the corona crisis is dealt with. There is no one right solution here. Intuition matters here. If an employee does red tasks brilliantly and we ask them how they do it, they will say “there is no recipe” or “it depends”.

No checklist can help. Ideas are needed here. In addition, these tasks today are mostly related to diverse networked topics. Solutions only come about through co-creation. Cooperation - the WE - is becoming a key factor for success.

Red tasks are characterized by:

  • Novelty character
  • Surprise effect
  • Intuition
  • ideas
  • Diverse networked topics

Competitive advantage, innovative strength and open structures

Which tasks determine the success of a company? Is it the blue, standardized tasks? Or is it the employees' ability to react to the red, dynamic requirements? In fact, that is the key competitive advantage in organizations today. Because the way out of the crisis requires more innovative strength than ever. So now is the time to scour the organization for such “illegal” initiatives. But not to eradicate or suppress them, but to protect them and actively use them.

But what if these initiatives and ideas haven't emerged? The obvious thought is: It's up to the employees! They're not creative or collaborative enough. If we look at what has happened in personal life, it is unlikely. Purchasing cooperations were established, knowledge shared and information passed on.

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The right question must therefore be: Why is it that employees behave in an uncreative and uncooperative manner in the company and in their work environment? The answer is usually that there are structures in the way that prevent precisely that: Competing target agreements, lack of transparency and rigid boundaries in thinking and doing.

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