The true enemies prepare themselves digitally
Dieter Zetsche, Chief Executive Officer of Daimler AG, said probably the most dangerous sentence in his career a few weeks ago: "We finally invented the car." This was his reaction to rumors that Apple was going into the car business. While Daimler is still rubbing against enemy images from the classic car manufacturer market and vies with them for new car registrations, emerge as if from scratch completely new market players in the fast lane.
The digital danger can hit almost anyone today. "What industry are we hacking this week?" That's the battle cry of the young savages as they squat in front of screens and punch the keys. The savvy handling of online media and the mastering of bits and bytes, the basic building blocks of the digital world, is their most important asset. Disrespectful, courageous and cheeky, they stop anyone. And they are traveling very fast.
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 "those"
If external enemy images are appropriate here and there, within an organization they are life threatening. And pronounced departmental thinking is deadly. When everyone works against each other instead of each other, nothing good can succeed. Intrigues and internal long-term rivalries destroy the "we". That confrontation and internal mass competition in the long run bring the best results, these are head births of lonely alpha animals on the top floor.
We need inspiring friends, dependable allies and helping companions in an increasingly interconnected world. Conversely, if enterprise organizations are built on competition rather than collaboration, then "the others" are inevitably seen as enemies. One isolates oneself, passes on false information, refuses aid on flimsy grounds and lets alleged opponents into the open knife. Only so that those do not gain a lead.
Everyone fights 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" apps will not do any good as long as such systems are kept up to speed through race 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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