NewWork: Deconstruction of the safety net

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Intro

In the past I have already dealt several times with the topic “NewWork”. My focus here is on how new ideas and concepts can be established in organizational structures. Phrases like “always focusing on customer benefit” are not very helpful if you are established in a company with several 1,000 employees.

Decisions without safety net

Both in projects and in middle management it is becoming increasingly evident that decisions are not only made, but also that a lot of capacity is “burned” in the justification of a decision. This culture of justification (the “backups” in the slide sets) may seem helpful to the project managers and division managers. But they only help the decision maker in case he has really made the wrong decision. And then other mechanisms are needed, not the questioning of the original decision making.

This discipline is due to the organisational structure. The project and division managers have been conditioned over years to act in this way. And so the justification system was optimized over a long period of time.

The dismantling of this culture must take place across all hierarchies: Every form of approaching new working structures must have a stable size: Trust. Without this, it is not possible. In the vast majority of cases, employees at all levels are in a position to make their own decisions in their field of work. A manager or project manager should be able to assess this area. If a wrong decision is made, everyone should work together on the solution and not on the search for the cause. With this one can then go new ways, be it only partially (in projects / in the area) or also generally. Executives and project managers who cannot deal with this are a problem that can only be solved by top management.

The safety nets must be dismantled across all hierarchical levels. This includes senior management as well as other levels such as division managers and project managers. Trust must once again become the centre of work in an organisation. Without trust, we remain in the old models.

Disclaimer: In this article I refer to having to justify everything exactly in advance. I do not question the sense of a functioning risk management system. I still believe that a functioning risk management system is not only sensible, but also vital for survival.

German version here.

About the efforts of “innovation hubs”

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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.

How to handle toxic Leaders

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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

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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.

Micromanagement is the dead of innovation

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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!

 

We need more couragous Leaders!

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Intro

New Technologies, the international crisis and other factors has shown: We need more leaders, less managers. But what is the difference? A short, but great Synopsis, I`ve seen:

Boss vs Leader

Courage for Leadership

We don`t have a solution for all the Problems. A new Generation of Leadership, based on Courage and Integrity, can bring all of us the solution:

1. We Need responsible Leadership

  • the ability to encourage and motivate people, employees and customers
  • to guide and coach them in good and bad times on their way to the common goal
  • to be successful jointly and have better results as a team
  • The key factors are – trust of the people in the right leadership – adjusted approaches of „right“ leadership in different situations – a responsible guideline for social responsibility.
  • other important factors are personal qualities like charisma, willpower, trustbuilding, strenghth, courage and decisiveness
  • a responsible crisis management – i.e. to be cool headed in critical situations, but with authenticity and integrity

2. We Need the leadership of tomorrow!

  • after the age of number-oriented management decision making follows the era of business culture driven leadership
  • What is competence? today: fact oriented decision maker  tomorrow: enabler and engineer of decision making processes
  • What is character? today: compliance tomorrow: personal integrity
  • What is culture? today: apply the company values tomorrow: business culture creation and formation

3. New role of the business leaders

    • Ethical behavior not only as individual, but as well as institution
    • incentivation i.e. boni longterm and related to sustainable results
    • decision making processes adjusted to ethical values (i.e. no discrimination, „Red Flags“)
    • CEO and leadership team as „role models“ demonstrate christian values
    • appreciate human capital
    • fairness for all stakeholders
    • sustainable entrepreneurship
    • show responsibility and reliability
    • open and transparent communication
    • social engagement and common good-Engagement
    • Pope-encyclica „Laudato Si“ = „our planet is our common house“

Extro

This Blogpost based on a presentation by Stephan Werhahn, board member of the German IoD.

Digital Transformation requires a new mindset

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I read often articles about the digital transformation and changes in Leadership. But why is this topic so important? In the moment, services and products are in change. The digital transformation dominates the discussion about the future of all topics of business.

Why is this important for Leadership? For understanding take a look for some newcomer: AirBnB and Uber: This companies don`t start with great techniques, Apps or Pages: They start with an idea. The services aren`t new. The ideas were bringing a value to the customers. This both companies doesn’t start with a complete new idea. They found business processes, which weren’t optimal and used them, to dig margins.

Leadership and business processes

No more bosses are needed: The age of Micromanagement has ended. New business models arises by creative employees. Managers but cannot command creativity. They have to install a framework, that supports new ideas. Failures are part of this new culture. This mindset has to be part of the common Leadership.