The main management trends: new organizational systems and the shock of power



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The automation and the advance of thinking machines determine the trends. Unfortunately, it is often forgotten that every transformation process is always a challenge for the company as well. Salvation is not just about technology. Those who fail to take people with them will fail.

The main management trends: New organizational systems and the shaking of power The main management trends: New organizational systems and the shaking of power

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Here writes for you: Anne M. Schüller is a management thinker, keynote speaker, business coach and multiple award-winning bestselling author. She has repeatedly been named Top Voice by Business Network LinkedIn. Profile

First transformation, then digital

Overview

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.

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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

Overview

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.

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Disruptive times not only generate rapidity but also permanent provisionality. Everything is always in the planning. Even the superiors can not even guess where the right path leads. "Your new task is to organize the finding of answers," writes Christoph Keese in his book Silicon Germany. Decentralizing organizations and self-governing teams are needed. They have to be agile and collaborative. That means: as much self-organization as possible with only as much central control as absolutely necessary.

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

Overview

So far, career paths were usually foreshadowed: At a level by level to be climbed career ladder progressed. The principle, as paradoxical as it sounds, is that good performance is inevitably rewarded with a management task. Whether capable or unable to do so? No matter! It is just "turn". But not every good specialist is a good leader at the same time. The result, says Gallup, "People join companies but they leave managers."

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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.

Without shame you can switch to the subject expertise. This alone makes perfect sense, because top experts are needed more and more urgently. The leadership career is no longer considered the better way. It should be reserved exclusively for human experts. The other is the management license immediately withdraw. Instead of forced ascent, good specialists are better equipped to face challenges across the breadth of the corporate landscape.

#minus50 instead of monster bureaucracy

Overview

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.

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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.

In the hurry to reach the future is thus first and foremost: to loosen rigid structures, to dispose of contaminated sites and to remove hurdles in order to be able to run brisker. All the weeds that prevent the young shoots from growing must go away. 50 percent less bureaucracy, administration, hierarchy, regulations, reporting and planning management are a reasonable target. #minus50 is the name of this program.

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  1. Alexandra

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