In the “Fridays for Future” movement, the young generation has demanded more sustainability – but we have once again lost our focus in this regard. However, companies precisely now have a chance to begin anew with more sustainability.
When the Coronavirus came into our lives, the world changed. Companies had to adapt extremely quickly to the new situation – just as companies must now transform themselves in order to be prepared for the post-COVID-19 era.
“Why are you guys still controlling yourselves? But we are living in an agile organization!” We are hearing such statements and similar statements more and more frequently at companies and the management experiences self-doubt. Are trust and control truly such opposing forces?
Traditional organizations are designed primarily for stability. Goals and decision-making rights follow a top-down approach and so does their performance management. Nowadays, organizations are using designs that are more agile to meet the business demands. But how does their performance management look?
In designing organizations, we are very often aiming to reduce complexity, embrace empowerment and strengthen our customer-orientation. Companies stagger from one transformation directly to the next reorganization. Is there an answer to this challenge?
What does it benefit us that we know that the amygdala is activated when threats arise? Neuroscientific findings are helpful from many perspectives and in many management disciplines in order to convey new viewpoints and mind-sets. Is this also applicable to change management?
Nicolay Worren, Jeroen van Bree and William Zybach reflected recently in the Journal of Organization Design on today’s most important challenges in organization designs. Have they really changed significantly compared to all those we have experienced in recent years?
Even if it is oftentimes endeavoured to sell the employees on the idea that agility is the panacea for everything which will make the employees happy, we may never forget the following: Agility is no social romanticism.
Through his book “Reinventing Organisations”, Frederic Laloux triggered a discussion around alternative organisational forms with new interesting approaches. The trend to low-hierarchical organisations is clearly recognisable, but is the hierarchy truly already thus obsolete?
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?