In the biggest change process of all time
Something big is in progress. It will play a new game. We are right in the middle of the biggest change process ever. A paradigmatic change in ways of living, buying and working has long since become apparent. And the customers do not know a pardon. The transition from a classic pyramid organization to a network company must now be completed in a hurry. Digitally transformed, brave suppliers with fresh ideas drive the market forward with breathtaking speed.
And has the "wisdom of the many" from most Company almost unnoticed, the power has long been taken over. What that means? Today, it is primarily their own customers who decide whether new customers come and buy. And your own employees decide decisively who will win the best talents.
Suitable framework conditions must be established
Appropriate internal framework conditions and a leadership culture geared to this change are unavoidable, so that it is possible to be permanently enticing in such markets.
But while everything is changing outside, the managers in the company are strolling through the rituals of the past century with valuable rituals:
The companies are trapped in their own system
Top-down formations and hierarchy, silodenke, insular solutions and departmentalisms, control and instructional culture, budgeting marathons and key figure management, cumbersome reconciliation and traditional communication processes are just a few of the key words of many.
The companies are trapped in their own systems. And they will not fail in the market, but in their structures. Because with tools from the day before yesterday, the future can not be packed.
Re-launch: How companies can achieve the future
A rethinking is now urgently needed, at first, within the intercompany. The most important keywords are: open, flatten, widen. Networking and collaboration are the keywords. A timid refreshing of the existing is not enough. e
A realignment is required instead. Much must be given to a creative restlessness and much of a creative destruction (Joseph Schumpeter) in order to create space for something new, more suitable, and to equip oneself for the competition of the future.
7 key tasks against continuing as before
As before, there is no option. A re-start is up. Even before technological and product-based innovations, management innovations are required. Only to. The rules will never be the same again.
As before, there is no option. Rather, seven key tasks are to be tackled:
- Swarm intelligence
- Implement collaborative structures
- Reduce sentiment hierarchies
- Decimate regulations
- Silodenke dismantle
- Transforming yourself digitally
- Focus on customer focus
This is how swarm intelligence helps
The digital natives and their startup founders grew up in a digitally networked environment. They constantly move in swarms, which have their home in the vastness of the Web.
This makes them miles ahead of established companies. And they have to rethink if they want to be competitive in the future!
What is swarm intelligence?
If the established companies do not want to lose their connections, they have to understand as soon as social networks work effectively and how swarm intelligence can be used successfully.
Swarm intelligence is understood as the “wisdom of the many”, a more or less self-organizing collective intelligence that can generate a variety of innovative ideas beyond administration and bureaucracy.
Lonely decisions lead to the abyss
In order to achieve breakthrough innovations, the expertise of specialists is unquestionably necessary. And sometimes the strategic hand of an energetic boss is needed.
However, solitary decisions can easily lead into the abyss. It is deadly for the innovative power of an organization, however, if everything is as if frozen to the roar of the silverback.
No blind obedience
Of course, even in networks, there are authorities to follow. But the blind obedience, which is still pronounced in closed organizations, does not exist here.
In the future, leadership art will mean combining positive Leittier effects and employee swarm intelligence in an expedient way - and finding a way together that actively integrates customers into all stages of the value chain.
The Wisdom of the Crowds
Years ago, sociologist James Surowiecki, in his world bestseller 'The Wisdom of the Crowds', used many examples to show that a group is usually “smarter than its smartest member”.
However, only when their composition is inhomogeneous. For homogeneous groups, ie those with similar members, tend to conform, to consensus, to handle routines - and rarely to explore new ones.
Inhomogeneous groups decide better
The gain of an inhomogeneous group results from the different ways of thinking of its members and a willingness to experiment.
However, the group can make wise decisions only if it is independent in its opinion formation if each participant has access to all relevant knowledge and if he can freely express his opinion. Furthermore, the group must also be able to meet - virtually and real.
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