First transformation, then digital
The digital may make up 20 percent, 80 percent is transformation. The pressure to change also necessarily affects the organizational structures and management processes. Lots Company will miss the connection to the future just because they are stuck in old ways. This can only be avoided by using the talents of those who own the future: the Millennials, the digital natives born into the Internet age.
With high speed, digital core competence and a nose for innovation, the young generation is driving new business, sales, marketing, organizational, working, financing, communication, buying and living models. For example, it has long since deconstructed a parallel world, completely disconnected from traditional models, and has only partially begun to open up to the old economy, if at all.
Anyone who implements their thinking, systematically mobilizes the young people in their own company and integrates suitable start-ups into their value chains can do it. Young entrepreneurs act agile and lightning fast, they hate internal bureaucracy, and they love the customers. Customer obsession they call that.
While traditional managers continue to plan cumbersome, think about their quarterly goals and the costs, the young entrepreneurs have long since understood that everything is about customer satisfaction. The finesse of digital technology is their toolbox. They do not operate top-down and in silos, but cross-functional in self-organizing teams around customer projects around.
Self-organization instead of Command and Control
People long to work in a different work and leadership culture than yesterday. The boss as announcer and minder is an obsolete model. For the challenges of the future, Command and Control is no longer suitable. Because central control does not work in complex systems. And when instruction-based top-down formations encounter networked organizations, in the long term, they become tight for the former.
Disruptive times not only create speed, but also permanent provision. Everything is always up for grabs. Even the superiors cannot even guess where the right path is going. "Your new task is to organize the finding of answers," wrote Christoph Keese in his book Silicon Germany. Decentralizing organizations and self-steering teams are needed for this. They have to be agile and collaborative. That means: as much self-organization as possible with only as much central control as is absolutely necessary.
Team decisions on the advance
Decisions and the responsibility remain for the team. The leadership is mainly concerned with the fact that nothing operational is returned to it. Only in exceptional cases and in a strategic context does it act directively. Apart from that, it is mainly promoting. It ensures a pleasant work environment, for perfect conditions and for comprehensive training opportunities.
Experimental phases are very important, so that both the managers and the employees can engage in the new, still unusual situation. A faulty, sanction-free learning culture accompanies the path. Stage trips are celebrated. In any case, the pendulum can not be too abrupt or too radical in the direction of hierarchy, because it is a matter of overpowering people.
Climbing wall instead of ladder
Up to now, career paths have mostly been mapped out: progress was made on a career ladder that had to be climbed step by step. The principle, as paradoxical as it sounds: Good performance is inevitably rewarded with a management role. Capable or incapable of doing so? No matter! You are simply “on it”. But not every good professional is also a good manager. The result, according to Gallup: "People join companies but they leave managers."
In new times the concept of the career path is also redefined. Flexibility and climbing wall care will be introduced into the company. Sometimes someone is the leader of a team, sometimes a project manager, sometimes a process manager, sometimes he does not have management tasks in an expert team.
Leaving a leadership role is not associated with either loss of face or disassembly - not a step backwards, but a sideward movement. Specialist and management careers are equated. Careers no longer go up on a ladder, which can be associated with a sudden, often undignified crash in the event of a misstep.
You can switch to technical expertise without shame. This is extremely useful if only because top specialists are needed more and more urgently. A leadership career is no longer seen as the better way. It should be reserved for human experts only. The license to operate must be withdrawn from the others immediately. Instead of forced promotion, good specialists are better able to face challenges across the board.
#minus50 instead of monster bureaucracy
The heavier an organization, the more susceptible it is to overtaking maneuvers. Therefore, more speed is urgently needed. Everything that makes an organization slow, has to get away quickly. To be able to do that, it is necessary to rebuild the vehicle. With yesterday's tools, the future can not be grabbed.
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 colossal waste of time, money, commitment and talents that no one can afford anymore.
Bureaucracy makes a company slow and stupid, because everything must follow a predefined path and sink into rigid procedures. Standards also produce isomorphism: everything is more and more the same. But only the special, fascinating, remarkable has a future. On the other hand, the price is decided by the market. Then it should at least be cheap.
Rushing to the future means first of all: loosening rigid structures, disposing of contaminated sites and removing hurdles in order to be able to run faster. All weeds that prevent the young shoots from growing must go. 50 percent less bureaucracy, administration, hierarchy, regulations, reports and planning mania are a reasonable target number. # minus50 is the name of this program that makes you fit for the future.
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German edition: ISBN 9783965960602
English version: ISBN 9783965960619 (Translation notice)
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