Errors are stupid

Intro

Recently I had dealt with Newwork and the dismantling of the safety net. In LinkedIn, I found a positive comment that put the topic in context with the error culture in Germany (but also with other Western cultures).

Nobody celebrates mistakes!

First of all a small damper in advance: I’d like to show you on Silicon Valley and / or Palo Alto and suggest that mistakes are only for learning purposes. Especially in the USA this is not really the case. Mistakes have to be avoided first and stupid, no matter if USA, China, Germany or elsewhere. I don’t know any culture and no country where wrong decisions are celebrated. Decisive is the handling before and after!

How to deal with mistakes

Mistakes happen. I once heard the sentence that a good manager, for example, is characterized by the fact that the degree of wrong decisions is less than 50%. The sentence may sound a bit sarcastic, but I find it appropriate in the tendency.


Stop constructing justifications… prophylactically
It has come into fashion that decisions are made because of consensus, but at the same time backups are installed why one has decided how. Everyone should always have a reason for a decision ready. This does not mean, however, that you have to make a decision and look for justification material afterwards.


Looking for the culprit….
Now if a mistake happens, the energy of damage limitation in the first step and the correction of the mistake in the second step should apply. Looking for the culprit makes sense: If similar mistakes happen more often that indicate a process or (you may not say it out loud) a person. Here analysis makes sense, but please only after the error situation has been corrected. Many mistakes can be reduced to “individual fate”, and there it is not absolutely necessary to know everything in detail.


Stupid mistakes happen… deals with it!
Errors happen, even stupid ones who don’t need to be. A long-term observation makes sense. It is important that managers also stand by it and involve their employees. I observe, often with managers of the younger generation, that “blaming” is used in meetings, i.e. the employee is first counted in large groups.
This is no way to deal with people and does not help to build trust.

German Version here.

About the efforts of “innovation hubs”

Intro

In the meantime, “innovation hubs” have become fashionable among large german corporations: Whether (for example at banks and savings banks) Deutsche Bank with its “Deutsche Bank Innovation Labs”, Siemens with the iHub or Postbank with the “Idea Lab”. Almost every other DAX company joins the ranks here with a department / branch or spin-off. What are the benefits of innovation hubs?

What do “Innoavtion Hubs” bring?

The facilities look at least visually similar: Young people, no dress code, table football or table tennis tables are integrated into the office landscape. The objective is always similar: to develop new perspectives in the product landscape, detached from bureaucratic constraints or generally from the organisational structures that finance the hubs. I have listed a few arguments.

Pros

By releasing organizational constraints, rather unrealistic scenarios are also illuminated, and completely new ideas can emerge. The employees there work without fear: Anyone who has run up against the wall with a good idea in an old hierarchy will hardly be able to comment on something new. The hubs work under the same working conditions as the parent company. Social security helps employees to develop.

Contras

Old employees do not take work results seriously The transfer of ideas into the old world is difficult or even impossible to integrate and the support does not lead to a transfer.

And now?

So there are some ideas for and against such hubs. Should you be established? Some results would also be possible without such spin-offs. But this would require much more personal responsibility to be transferred to the employees and fears of making mistakes to be reduced. For this, however, a new management philosophy is needed, away from micromanagement towards more trust. If this should be possible, the spin-off of the hubs would take care of itself. The long-term success of a hub lies in the fact that the results grow out of the “proof of concept” stage and are also transferred into the real world of the organization. To this end, the support must not only lie in the founding of the Hub, but also in the interlocking of the Hub and the Old World.

Added value of Digitaltransformation

Today I stumbled across a tweet by Christian Müller which I found very exciting:

Executive, female, late 50s: You: “The whole digital world, where is there still value added?” Me: “What do you mean by added value?” You: “Well, produce something that can be touched.” – That, too, is a subjective reality in times of digitalization.

(Tweet by @CMueller80)

Does digitalization bring added value?

Does digitalization bring added value?
I can understand the thoughts in the first step: The biggest “winners” of digitization to date are AirBnB or Uber, for example. However, it is precisely such companies that have taken existing business processes and generated added value for the customer with smart applications. The process itself is the same, but exactly these new market participants are participating and taking margins.


In my opinion, however, these success stories are only the tip of the iceberg and do not symbolize the actual upheavals associated with digitization:

Digitisation is accompanied by a number of new technologies which not only affect the end customer but also enter production. Here are a few examples

IoT: Internet of Things: This is about networking all kinds of things. This includes not only everyday objects, but also machines and shelves. Logistics can thus be optimized considerably. In production, maintenance can be improved.

Big Data and AI: Networked with the point before, a lot of data can be collected, but also analyzed. Techniques such as neurological networks help to process the data and draw conclusions from it.

3D Printing: 3D printing can also be mentioned in the context of digitization. It still has the charm of a gimmick for nerds. However, the technology is developing rapidly. There are many conceivable areas of application in production, up to “Just in Time Printing”, i.e. the time-accurate production of components. This technology has so much potential that production could again become more attractive in high-price wage locations such as Germany.

What is reflected in the tweet is the perception. The best-known companies do not produce anything, but only use familiar business processes. However, these best-known examples are not representative of what digitization means for companies. There are also many possibilities in production that are not always so well known.


It is highly recommended for every company to deal with digitization: So not just apps, but: Where can we use new technologies and how can we use it?

New Book: Newwork

Recently I received the book “NewWork“. The book is by Christiane Brandes-Visbeck and Susanne Thielecke. Recently, I wrote a contribution to Generation Y that was very well received: On the one hand, there was a lot of criticism, but also a lot of approval from people like me who have had a similar experience with the changes. Time to deal more intensively with the topic of New Work. At the weekend I finally had time to do so. A short statement:

I have the feeling that the book is written exactly for me as a target group:

New forms of work are described without claiming to be feasible in any form of organization. Topics such as CoWorking, Design Sprints or Business Modell You are introduced more objectively. The reader is not shown that the different forms are a “must have” for everyone.

What critical people quickly notice is that different scenarios would not be feasible. I think that for many companies I know, this would also be true for the current management. The authors Christiane and Susanne make no secret of the fact that support from senior management would be indispensable for the introduction of new models and new Work Settings in a modern Business World. But they go one step further: examples by Thomas Sattelberger (Telekom) or Fabian Kienbaum (Kienbaum) illustrate how a transformation process is implemented in practice. I personally found these sections even more exciting than the sober presentation of the various techniques. Not only agile and/or aspects of the modern toolset (“Design Thinking”) are considered, but also well-known tools such as “Home Office” are put to the test and their modern integration into everyday work is presented. This tools are even known, but not in  best practice in every company used.

The myth “work-life-balance” is cleared up: work is a part of life and no balance has to be created, but it has to be integrated in a way that is compatible for all participants. Classic career paths are broken down: Not every career today is as linear and plannable as it was 30 years ago.

The book is in German, has 224 pages, published in the Redline and here buyable. The book is great for all people, who are interested to learn something new.

 

New Work

Digitization – Not putting everything in one pot

intro

At present time, the term digitization is used everywhere. It is often used as a driving force. Sometimes a personal view of the status quo.

Digitization and…..

What means digitization exactly ? I do not know an exact, general and valid definition. In many cases the terms are combined (therefore it is harder to separate them in order to get a definition.

agility

Digitalization means that everything becomes “agile”? Now is the time you should take a look at the terminology. First of all, what does “agile” mean? There are two interpretations:

Agile: Simply from the Latin, in the sense of “mobile”.

Agil (2): Derived from the agile scheme: In this point AGIL is standing for the terms adaptation, goal attainment, integration and latency: This AGIL describes the system of values which depends on every organization (including companies) who is in order to their own existence.

If the term agile is used, it has to be specified, in which context it is referred to.

Diversity

It is often read that digitization will only work with the advancement of equality of all. In my view, this is a false correlation: gender equality in particular is a very important issue. Even if it remains unchanged: For new ideas and creativity it is beneficial to think about the groups and to put them together anew. From my point of view, this is a possible side condition, but not a compelling one.

New working conditions

The same applies to the topic of “NewWork”, i.e. new working conditions: It might be helpful if you want to break new ground. But in my opinion, this is not mandatory either. The best examples are American companies such as Apple and LinkedIn: These companies have a very strict hierarchical structure and therefore would be prime examples of living micromanagement.

What digitalization means

As already written, I don’t know a general definition either and I’m not here to present It. It is certain that it is not necessary when talking about technology, but when looking at entire processes from the customer’s perspective: the best example would be AirBnB or Uber: these have also started as rather bad homepages. What did they do? They took care of old processes, generated new customer benefits and took advantage of valuable margins.

For me, digitization means thinking in new concepts, questioning business processes and placing the customer benefit in the foreground and to set prioritys in this kind of direction.

How to handle toxic Leaders

Intro

The Digitisation  or Digital Disruption (What exactly does that mean now?) requires a rethinking of management structures. New ideas need creativity. And in order to do this, employees must be given more of them. But that also means letting go and turning away from micromanagement. For many executives, this means a change, and some of them will fail.

How to handle “toxic” Leaders

On Twitter I once asked: How should you deal with toxic executives: The micromanaging choleric man who spreads fear and terror among his co-workers. The answer I received from different quarters was clear: Disposal. But could this the right solution?

With the same implicitness as NewWork and trust is propagated, I was made clear to me: Out with such people. However, most of these executives have not earned their position because they have a bad management style, but nevertheless. This means that these people have qualifications. In addition, there is the empathy paradox: the focus is on skills that have been conditioned away in the hierarchies for years. Even if the management style is to be criticized, a new way of thinking also requires new solutions.

If I want to build a new culture of trust, a bad start is to catapult out people, who have been doing a job for years: Then don’t I lead the claim ad absurdum? Trust cannot be earned by a brutal start.

First, I need to identify these toxic executives. There are various possibilities for this (employee surveys, fluctuation measurements, etc.), but often it is enough to stay in the coffee or smoking area.

The following is the interview with the toxic leader: How can I use the human being, meaningfully and without snubbing him/her: There are solutions, often in the staff area. This is something to remember: Just because there is a lack of leadership, these people almost always have excellent skills that should be used. “Disposal” is only one last option….. which should have taken place even before the organisation had been converted and transistioned.

A credible reorganization of an organizational structure is only possible if you take all, really all, employees with you. And no one should be left behind.

The Global Female Leaders 2018

Intro

We are proud to be Partner of the next year Global Female Leaders in June 2018. Especially in Germany, the gender pay gap is Reality and so, Networking of Global Female Leaders is a must have for the future. It is this year in Germany.

Global Femal Leaders 2018

The global female Leaders 2018

Global Female Leaders Summit 2018 – an international economic summit for women – will take place for the 5th time from the 3rd till 5th of June, 2018 in Berlin, Germany.

The intention for this international economic summit for women was to establish a global network of high-ranked female executives and thus to provide a platform for women to share a variety of thoughts, perspectives and solutions – we establish the “Davos for women“.

And we are on the right path; more than 250 high-profile women from the business world, and more than 60 internationally renowned speakers were present this year and had an inspiring dialogue. The dynamic developments of globalisation, the effects of digitalisation, the incredible possibilities of artificial intelligence, the working worlds and our values ​​in leadership are topics which be our central challenge over the next few years. At our summit, we learn not only from each other as people working in the economy, but also about geopolitical risks. The motto of the 5th summit is: “The Values ​​of Leadership in Times of Transformation, Disruption and Artificial Intelligence”.


To learn more about our summit and to get some impressions from previous events please visit our webpage:
http://www.globalfemaleleaders.com

Some of our high-class speakers in the past were: Cherie Blair, CBE, QC, Founder of the Cherie Blair Foundation for Women, Martina Hund-Mejean, CFO, MasterCard, USA, Baroness Catherine Ashton of Upholland, former First Vice President of the European, Labor Politician and Member of Parliament, Anne Berner, Minister of Transport and Communications, Government of Finland, Janet Henry, Global Chief Economist, HSBC UK, Kristalina Georgieva, Vice-President of the European Commission, European Commissioner for Budget, Human Resources and Security.;

Do we see us, there? Registration is opened and can be reached here.

Upcoming Conference on Family Business

Upcoming Conference on Family Business

The purpose of the Conference is to present examples of good practices for the transfer of management and ownership. There will be two representatives of German corporations Underberg AG and Werhahn KG (Stephan Werhahn, our GIoD Board Member) coming to Slovenia, who will present their path – the growth and development of the family business. From their experience, they will present their domestic practice of transferring management and ownership, the importance of values for successful management and business, and the challenges of growth and expansion to foreign markets. They will also present the principle of sustainable entrepreneurship and how they see family entrepreneurship in the future.

Micromanagement is the dead of innovation

Innovation and Culture

At the moment we have a fast changing world in business context. New player come and displace old companies. How fast the world in economics has changed can seen by the big five in the last 20 years.

Biggest five companies with market capitalization 2006 - 2016

You see, the biggest five companies are all in technology settled. Only five years ago it was only one. To expand in this economic environment means, finding new products or services.

Why Micromanagement is the dead of Innovation

In many companies has established a new kind of manager: The Micromanager. That is a person, who hasn’t`t any priorities and try to control all activities of their colleagues. If this person has disciplinary responsibility, he is starting to restrict all project activities on his horizon. He wants to understand all items of work und is wanting to be reportable in all concerns.

So the colleagues aren`t able, trying new things. They always work on old modes, alway be reportable and avoid responsibilities.

Who think, this is always a problem of big companies should take a look at the German Post, DHL: They started searching a producer for an electric van for delivery. No one of the German Car Producers seem to be able, to produce such a van. So they started a StartUp with an University, the RWTH in Aachen, and now you can see their own build Vans in german streets:

DHL eScooter in HamelnFor a big Company it is not so easy, being creative. But it is possible. The most important asset are the employees: They have new ideas and are creative… if the management let them. With Micromanagement and a closely corset of reportings, they will do exactly, what is expected.

In my example of the German dhl,  the problem (finding an eScooter for transport of parcels) was in the point of view: No limits, a solution must be created.

You see, such creative solutions are for big companies possible, too. But you invest in your employees and has to trust them. Controlling every step of their doing will killing all creativity. This behavior has to be lived by the Top Management. If the senior management expect all times reportings about every step in the processes, the middle management will carry on.

Trust your employees, the most of them will thank such a behavior!