During times like these, during many transformation processes these days, we are experiencing the desire to agilely structure our business models. The digitalisation is also speeding up this process. Are there alternatives in this regard?
A recently-published HBR paper stated that almost 70% of all digital transformation initiatives do not reach their goals. What’s going wrong in our digital transformation processes? What are the lessons learned from these examples?
Appreciation creates successful experiences and yet we all too rarely experience appropriate appreciation during everyday business life. Appreciation and praise are essential elements in the management of employees. What can we learn in this regard from neurology?
Our status is of central importance to us. We often define ourselves all too much based upon our social status. However, during change processes, precisely this social status is put at risk. What can we thus learn from Maslow in order to keep persons motivated during the change process?
While we were just dealing with Generation Y and trying to understand it, the next generation was already right before us. The future belongs to Generation Z and it is different. Let’s get ready and let’s begin to understand it!
... and not that generations wouldn’t have previously tried this, but these days this appears to be accepted. Thus, “Generation Z” is different: It doesn’t just say “no”, but its “no” has consequences. We should analyze these consequences even more.
Whenever we change organizations, we need a change dynamic which can be generated only through an instability within the system. During times of stability, we always do the same thing–display conduct according to defined rules. And precisely these rules need to be broken!