The true enemies prepare themselves digitally
A few weeks ago, Dieter Zetsche, Chairman of the Board of Management of Daimler AG, said what is probably the most dangerous sentence in his professional life: "We finally invented the car." This was his response to rumors that Apple would enter the automotive business. While Daimler is still rubbing shoulders with enemies from the classic motor vehicle market and vying for new vehicle registrations, completely new market players are emerging in the fast lane as if from nowhere.
The digital danger can affect almost everyone today. "What industry are we hacking this week?" This is the battle cry for the young savages as they crouch in front of screens and punch the keys. Experienced handling of online media and mastering bits and bytes, the basic building blocks of the digital world, is her most important asset. Disrespectful, brave and cheeky, they stop at nobody. And they are traveling very quickly.
In the attractiveness competition for top talents
Danger threatens from another corner. Because in these new business hours fight Company not only in the race for customer favor. Increasingly, they are also in an attractiveness competition on the job market, at least when it comes to attracting skilled professionals and high potentials. And here, too, the digital-based providers are ahead. But not only the.
An update of corporate cultures is in full swing. And everything is under observation by a broad public. In this scenario, misting, covering up, lying, and cheating are an outage model. Those who fatten themselves at the expense of the community are pitilessly put to the pillory. Once idols such as power and greed have fallen into disgrace, sacrificed to them at most secretly. And that too will soon end, because for companies with a lack of ethics soon no one wants to work anymore. They dispose of themselves.
Is the enemy image competition useful at all?
Some corporate hostilities are legendary, such as those between Coca Cola and Pepsi or between Burger King and McDonalds. They certainly mobilized a lot of energy, but probably wasted a lot of power in the wrong place. Because as long as you concentrate your resources on the competitive enemy, you can not use them for the customers.
Pulling into the battle for the first place, the male brain seems to mobilize a lot of energy to carry the victory away. However, studies have also shown that the winner of a fight increases the testosterone level, while he immediately goes into the basement when he is subdued. The question is whether the backs of the race can do so in the long term with their employees.
What happens with “we here” against “they there”
External images of the enemy may be appropriate here and there, but they are life-threatening within an organization. And pronounced departmental thinking is fatal. If everyone works against each other instead of with each other, nothing good can succeed. Intrigues and internal rivalries destroy the “we”. The fact that confrontation and internal mass competition bring the best results in the long run are headbirths of lonely alpha animals on the top floor.
We need inspiring friends, reliable allies and helping companions in an increasingly networked world. If, on the other hand, business organizations are based on competition instead of collaboration, then “the others” are inevitably seen as enemies. You isolate yourself, pass on false information, refuse help under flimsy reasons and let supposed opponents run into the open knife. Just so that they don't get a head start.
Everyone is fighting for the fattest piece of the resource cake, for the next career step, for their own goals, for their personal bonuses - and for status, of course. “Working together” appeals bring absolutely nothing, as long as such systems are kept on the go by racing lists, single-track incentive programs and profit center thinking.
So that a company can function as if from a single cast
A fast, smooth interaction of the internal power chain demands to take farewell to departmental thinking and internal rivalries. This only promotes departmentalism and does not serve the customer. In any case, the company realizes very quickly when a company does not work as if it were from a single source.
So here's a concrete tip: Do not conduct target setting discussions with all employees individually, but as a team discussion - even across departmental boundaries. This will get you all on board - and target achievement options can be co-ordinated. So the chances of success increase enormously. For a group falls more on the way to the goal than an individual - and all row in the same direction.
At the same time, you get rid of a bloated target control bureaucracy and thus save a lot of time. They also bend egoisms. If individual targets are linked to financial advantages, people are concerned primarily with getting the highest possible remuneration with the least effort, even if this is at the expense of others and harms the company as a whole.
Why we feel more and more important
Knowledge work can only bear fruit through collaboration. Especially in our satellite-based, complex and increasingly virtual world of work, it is one of the most important tasks of the leadership to promote affiliation and cohesion company-wide.
If the connections are too weak, people start to look for more stable, better functioning groups. In another project, in another team or in another organization.
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