2018: Die 7 entscheidenden Schritte, damit Transformationsprozesse endlich gelingen Rezepte für die digitale Transformation: derzeit der ganz große Hype. Denn je schwerfälliger eine Organisation, desto anfälliger ist sie für Überholmanöver. Doch das Digitale macht dabei höchstens 20 Prozent aus, 80 Prozent sind Transformation. Leider wird bei der omnipräsenten Diskussion um Digitales gerne vergessen: Jeder Transformationsprozess ist immer zugleich auch eine unternehmenskulturelle Herausforderung. In Zeiten exponentiellen Wandels sind Geschäftsmodelle sowieso nur temporär. Ambidextrie: Die Fähigkeit, im „Sowohl als auch“ zu agieren Organisationale Ambidextrie, frei übersetzt mit Beidhändigkeit, beschreibt die Fähigkeit von Unternehmen, im „Sowohl als auch“ zu agieren. Dazu machen Sie am besten zunächst nur einen Teilbereich Ihrer Firma zum Experimentierfeld. Dennoch muss man sich auch mit der Unternehmensorganisation als Ganzes befassen. 1. Dies ist der größte Schritt, den ein klassisches Unternehmen gehen muss: von der Pyramiden- zur Netzwerkorganisation. 2. 3. 4. 5.
Coca-Cola Japan releases new Peach Coke for 2019 – SoraNews24 A new look and new taste for a new year. Back in January, Coca-Cola surprised the world with a brand new, never-before seen peach flavour for their brand, which was released exclusively in Japan. According to the company, the Peach Coca-Cola was perfectly suited to the Japanese market, given that peaches are believed to have the power to sweep away evil, according to ancient legends and mythology, making them one of the most popular fruits in the country. ▼ The 2018 Peach Coca-Cola Research also indicates that demand for peach drinks is highest in Japan from January to March, which is apt, given that Japan’s Hinamatsuri “Doll Festival“, celebrated on 3 March every year, is also known as Momo no Sekku, “the seasonal festival of peaches”. Now, as January rises up on the horizon, Coca-Cola has decided to re-release the special flavour, only this time an all-new design and formulation. ▼ The 2019 Peach Coca-Cola ▼ The new drinks will be sold in the same small and large sizes as last year.
Leading under pressure | strategy+business Pressure is a goad. Whether it arrives in the guise of a burning platform or a project deadline, a strategic goal or a performance target, a high-stakes deal or an aggressive competitor, pressure can help leaders attain new heights of performance and achievement. You know the adage: no pressure, no diamonds. The problem with this pithy observation, attributed to 19th-century Scottish essayist Thomas Carlyle, is that it is both true and false. Though pressure can drive outsized results, it can also become an insurmountable obstacle to performance and achievement. It can overwhelm a leader and result in missteps that torpedo companies and careers. The powerful effects—and vagaries—of pressure were dramatically illustrated during the Tokyo Olympics when gymnast Simone Biles unexpectedly withdrew from the women’s team finals. Peak pressure moments are riddled with anxiety that leaders need to manage, not ignore. Business leaders are subject to this phenomenon, too. 1. 2. 3. 4.
Change oder Transformation - Welche Kompetenzen brauchen Transformation-Manager? • 3MinutenCoach Der Begriff Transformation ist in aller Munde – auch in Zusammenhang mit der aktuellen Corona-Krise. Doch was bedeutet er im Unternehmenskontext überhaupt? Das ist häufig unklar! Im Managementbereich hat sich in den letzten Jahren nach dem Begriff Change ein neues Buzzword entwickelt: Transformation. Doch nicht nur dies: In vielen Unternehmen wurden eigene Stabstellen oder gar -abteilungen geschaffen, die sich ausschließlich mit dem Thema Transformation befassen. Nicht jeder Change ist eine Transformation Im Gespräch mit den firmeninternen Transformation- Experten und deren externen Beratern, fällt jedoch oft auf: Vielen fällt es schwer, genau zu sagen, was einen Transformationsprozess von einem Change-Prozess undeinen Transformation-Manager von einem Change-Manager unterscheidet. Das Wort Change bezeichnet schlicht eine Veränderung und kann sich auf sehr viele Objekte und Prozesse beziehen. Change-Management: das Beratungsdreieck Sich transformieren heißt sich neu erfinden Soweit so gut!
Auchan va expérimenter un magasin sans caisse ni employé, les derniers humains seront des clients Auchan Minute c’est un container de 18m2 ouvert 24h/24, 7j/7, vous entrez en vous identifiant avec votre application, faites vos courses en enregistrant vos achats dans un panier virtuel qui est ensuite prélevé sur votre compte en banque. Le premier magasin phygital, c’est-à-dire un magasin physique où le paiement ne se fera qu’en digital en ligne via une application. Forcément, avec ce modèle sans employé sauf pour réapprovisionner ou répondre aux questions, les syndicats s’inquiètent de la disparition d’emploi et la direction d’Auchan ne communique pas sur les éventuelles économies de main d’œuvre. Mais si l’essai est concluant, on imagine un modèle séduisant pour de nombreuses chaînes de grandes distribution…On le voit dans les grandes surfaces, avec les caisses automatiques, l’humain devient une option… Voir un caissier ou une caissière, un moment privilégié rythmé par le bip du code barre et le fameux "la carte est pas passée".
Future of leadership depends on creating ecosystems of engagement | Fast Company Leaders need a new playbook for the “next normal.” One approach is to leverage elements of design thinking and agile practices to create an “ecosystem of engagement.” This methodology is extremely useful when trying to solve complex problems like figuring out how, where and what work gets done during an ongoing pandemic. As a team leader, I’ve found nothing is more powerful than giving people a voice and fostering communication and engagement between them. Repeating this ritual on a regular schedule creates accountability. Without it, employees are disengaged and less productive. As leaders chart a path through uncertainty, it’s important to remember the framing of an ecosystem. The regularly scheduled team retro, for instance, can work to also connect seemingly disparate parts of an organization. Whether you’re a team leader or a career-minded individual contributor, there is a benefit to treating your organization and your role as part of an ecosystem. Know that presence is a gift
Changing Company Culture Requires a Movement, Not a Mandate Culture is like the wind. It is invisible, yet its effect can be seen and felt. When it is blowing in your direction it makes for smooth sailing. When it is blowing against you, everything is more difficult. For organizations seeking to become more adaptive... Culture is like the wind. For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. But culture change can’t be achieved through top-down mandate. At IDEO, we believe that the most significant change often comes through social movements, and that despite the differences between private enterprises and society, leaders can learn from how these initiators engage and mobilize the masses to institutionalize new societal norms. Dr. One leader who understands this well is G.V. Prasad sought to evolve Dr. At this point it was time to more broadly share the stated purpose — first internally with all employees, and then externally with the world. Dr.
Why Design Thinking Works While we know a lot about practices that stimulate new ideas, innovation teams often struggle to apply them. Why? Because people’s biases and entrenched behaviors get in the way. In this article a Darden professor explains how design thinking helps people overcome this problem and unleash their creativity. Though ostensibly geared to understanding and molding the experiences of customers, design thinking also profoundly reshapes the experiences of the innovators themselves. At every phase—customer discovery, idea generation, and testing—a clear structure makes people more comfortable trying new things, and processes increase collaboration. While we know a lot about practices that stimulate new ideas, innovation teams often struggle to apply them. Though ostensibly geared to understanding and molding the experiences of customers, design thinking also profoundly reshapes the experiences of the innovators themselves.
Confidently Lead Your Next Change Initiative | XPLANE Strategy Activation Bootcamp is designed with busy professionals in mind and covers a lot of ground in three short days. It’s a fast-paced course that balances expert instruction with hands-on practical application and peer-to-peer learning. Participants acquire the tools and knowledge to bring their strategies to life by aligning, equipping, and activating their people to adopt change. The course explores a theory of change, a diagnostic tool to assess the efforts required, and a practical system to create change programs that stick. By the end of Strategy Activation Bootcamp, you’ll be able to: Design a strategy activation plan for your organizationRecognize and avoid the three most common reasons strategy activation failsIdentify barriers to change and craft a plan to address themEngage employees in adopting change You can download the Course Syllabus for a full description of learning objectives and course details, summarized here: Day 1: Fundamentals of Strategy Activation & Envision