Seven Booster to Activate your Strategy

by Robert Wreschniok

HOW AGILE THINKING TRANSFORMS STRATEGY EXECUTION

The way corporate strategies are developed and managed is fundamentally changing: Over the course of many years, the analysis, planning and ultimate management of annual objectives has dominated strategy handbooks and business school lectures. This thinking is now being augmented by the ability to constantly adapt.

Article on two out of the seven booster of strategx activation will be published in 03/2019 issue of the magazine "Organisationsentwicklung".

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If you want people to care... provide them with context

by Robert Wreschniok

SCROLL DOWN TO READ THE ENGLISH VERSION

Vor wenigen Monaten entstanden die ersten Skizzen der „AMOS Digital Olympics“, heute sieht man das Bild bei Kollegen am Arbeitsplatz, in Besprechungsräumen, im Intranet und an vielen anderen Orten. Dr. Gerhard Hastreiter, Head of Allianz Consulting und Robert Wreschniok, Direktor am Münchner Institut für Leadership (MLI), blicken zurück auf die Entstehungsgeschichte. MLI hat bei der Entwicklung der AMOS Digital Olympics unterstützt.

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Den digitalen Wandel in Aktion bringen – Holzwege und Prinzipien (Teil 2)

by Sebastian Morgner

Digitale Transformation muss Chefsache sein. Und zwar, indem er ein Transformationsprogramm bereichsübergreifend, flexibel, und zielgerichtet zum Erfolg führt. In Teil 1 auf diesem Blog ging es um die Holzwege, die nicht zum Erfolg führen. Die Prinzipien für eine erfolgreiche digitale Transformation dagegen sind ...

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Den digitalen Wandel in Aktion bringen – Holzwege und Prinzipien (Teil 1)

by Sebastian Morgner

Was glauben Sie – wie sieht Ihr Unternehmen in zehn Jahren aus? Womit werden Sie Geld verdienen? Welche Kompetenzen werden für den Erfolg entscheidend sein? Gibt es einen Weg, mit der unsicheren Zukunft so umzugehen, dass man als Unternehmen gestärkt wird und agil wachsen kann?

 

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Lernt man agile Führung im Schulungsraum?

by Stella Veneziano

Führungskräfte fragen sich häufig, wie sie trotz komplexer Strukturen etwas verändern und schneller Lösungen für interne und externe Kunden umsetzen können. Agile Führung ist hierzu ein Schlüsselfaktor. Deshalb rät das MLI Leadership Institut Menschen in führenden Positionen: „Machen Sie sich durch aktives Ausprobieren fit für die Herausforderungen von morgen!‟. 

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Wie Chefs den Sinn in der Arbeit zerstören

by Sebastian Morgner

Ist die Suche nach Sinn in der Arbeit ein Phänomen der verwöhnten westlichen Wohlstandsgesellschaft – oder gar wesentliche Voraussetzung für nachhaltige Innovation und Wettbewerbsfähigkeit??

In einer Zeit, in der geistige und kreative Leistung immer wichtiger wird und die Digitalisierung fast alle Branchen ergriffen hat, sind die aktuellen Zahlen der Gallup-Umfrage alarmierend: 68% aller Arbeitnehmer machen „Dienst nach Vorschrift“, nur 16% stehen voll hinter ihrer Arbeit.

Was können Führungskräfte tun, damit Arbeitnehmer Sinn in ihrer Arbeit sehen und proaktiv mitdenken und handeln? Wie kann Führung durch falsche Rahmenbedingungen das Sinnempfinden am Arbeitsplatz zerstören? Und welche ganz praktischen Instrumente gibt es, um im Arbeitsalltag Sinn zu stiften?

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Interview with Joe Kaeser, CEO of SIEMENS, about Meaning@Work

by Lisa Kirberg

We had the great honor to speak with Mr. Joe Kaeser, CEO of Siemens, about the conveyance of Meaning@Work.

Watch now a summary of the inspiring interview:

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Meaning@Work

by Robert Wreschniok

A short story of Meaning@Work. Start the slide show.

01/28 Plato described man as „a being in search of meaning“. And cognitive science has confirmed: our brain is always seeking for a consistent meaning in what we perceive. Let us start our discovery for Meaning@Work.
02/28 The meaning of work is very much influenced by the Zeitgeist, the over-arching spirit of a given time. During centuries, the social origin determined the work of an individual. Families practiced one kind of work: carpenters, farmers, merchants. “Ora et labora” as a priest was a special honour.
03/28 It is relatively new that people have the freedom to choose their education and their job. For many people, this is overwhelming. There are supposedly so many opportunities. Even though private life has also gained importance, our work and profession are still central parts of our identity.
04/28 When we start professional work, we already bring with us a mind-set that has been shaped by many formative experiences. The rules and behaviours we faced when we were young significantly shape our beliefs and intents and our perception of what is meaningful or not.
05/28 What makes the search for meaning at work difficult on an individual level are unconscious principles and rules that guide our feelings and thoughts. They have become an integral part of our identity and mechanically determine our behaviour. We are so sure about certain beliefs that we do not question them at all.
06/28 As children we are influenced by the values and attitudes of our parents day by day. They might project their unfulfilled dreams onto the kids. This often leads to doubts and inner conflicts. And sometimes we just have a feeling or desire we can not explain, because we are not yet aware what it really means.
07/28 Judgements about us may become part of our self-perception. School grades make us believe what we are good at and what we are losers at. This often limits what we think we can achieve in our professional life. And it step by step reduces the meaning we expect from work.
08/28 If we are expected to choose a solid job that offers a good salary and “safe” working conditions – this may be a point in life at which rationality and concerns beat the desire to do something more meaningful.
09/28 There are three main motives that make us go to work: 1) earning money to afford other things that are meaningful to us, 2) achieving significance by having a career 3) a calling – a professional task that is meaningful to us in itself. The good thing is: it does not need to be an „either... or“ decision.
10 /28 A workplace can offer different sources of meaning. And everybody has the freedom to choose. As Antoine de Saint-Exupery stated: the meaning of things lies not in the things themselves, but in our attitude towards them.
11/28 In a meta-study Brent D. Rosso* et al found out four major sources of meaning at work. The first one is identification: to what extent do people understand and appreciate their contribution to the corporate vision and strategy in daily business? * Michigan University
12/28 The second source of meaning is empowerment. If people are committed to the purpose of their job, do they have the right skills and necessary competences to fulfil their tasks and reach their goals?
13/28 The third necessary source is collaboration. Meaning@work is achieved if people perceive a fair and positive interaction in heterogeneous, diverse groups that leverage on their combined knowledge and ideas.
14/28 The fourth source is the perception of impact – how people get feedback about the benefit and concrete outcome of what they do. The most effective driver of motivation is direct and personal feedback by the beneficiaries and end users.
15/28 Management sometimes has quite anachronistic ideas on how to motivate people to change. If a CEO states: „Forget the past, everything has to change here“ – he might in reality mean: everybody needs to change here – apart from myself!
16/28 Financial Targets, Key Performance Indicators, Service Level reports, big data – managers love to measure „facts & figures“. If there is too much attention on budget and target deviations, meaning might get out of sight.
17/28 Imagine you have been working for weeks to prepare a great analysis – and your boss is presenting it at a committee meeting you are not even invited to, receiving all the credit. Or your boss is introducing a new colleague as a rising star. Just two of many ways to discourage others.
18/28 Leadership can use digital means to avoid interaction: employees receive emails with top down orders to become more creative and engaged. In the intranet they may download org-handbooks and new structures – sometimes they are even invited online to participate in layoff schemes.
19/28 To create meaning, leadership needs to influence the attitudes within an organization. The fear of making mistakes is a major roadblock for purpose-driven innovation. Let`s learn from Nelson Mandela´s credo: I never lose. I either win or learn!
20/28 But does everybody need to find a deeper meaning in his daily professional task? Perhaps there are jobs that just need to be done – and some colleagues might be very happy just paying attention to the financial stuff.
21/28 People might think meaning is created by their working environment. But are colourful walls and a pinball machine really enough? Not everybody feels comfortable in a start-up environment. The secret is to match job profiles with personalities that fit.
22/28 Some leaders live in a so called „reality distortion field“. If they reach for the stars, but have no answers on how to solve existing challenges, their visions may be inspiring short term; but that meaning is destroyed when you are brought back to the reality of daily life.
23/28 Some individuals may misunderstand where to find meaning at work. They solely seek within themselves. The opposite might be true: dedicate yourself to a higher societal goal and become committed to the benefit of others – and find fulfilment in your job!
24/28 Nearly 9 out of 10 employees do not perceive their daily work as meaningful! More than half would prefer a more meaningful job to a higher salary. Leadership of „Meaning Inc“ knows: creating meaning is a strong pillar of organizational success!
25/28 One of many meaning making instruments leadership may use is Job Crafting. It gives employees the freedom and flexibility to enrich job descriptions and guidelines with their personal strengths and needs.
26/28 Meaning creators know their internal or external customer in person, are curious about their needs and concerns and take ownership to solve their problems. As a meaningful return, they get appreciation and honest feedback.
27/28 In a meaningful workplace, different departments and diverse types of people colla-borate to achieve common goals. They act in an agile and experimental way and are open to finding solutions they even might not have thought of. Just a dream?
28/28 John Quincy Adams stated 200 years ago: „If your actions inspire others to dream more, learn more, do more and become more, you are a leader.“ Meaning making is a valuable leadership skill needed to achieve all of these effects.

Prof. Amy Wrszniewski about Meaning@Work

by Lisa Kirberg

Fewer boundaries need more meaning

Prof. Amy Wrszniewski is teaching Organizational Behavior at the Yale School of Management. Her research focuses on the way how people see and understand the meaning of their work and what it represents to them: a job, a career or a calling. Prof. Amy Wrszniewski began her career in research with the help of a whole period of meaningful moments. She was an undergraduate student in Psychology at the University of Pennsylvania and started doing research with her professor Paul Rozin, a leading expert on the determinants of human food choice. Three years long she learned about doing studies, writing papers and about believing in the curiosity for a topic. At that time no one was interested in the research topic of a meaningful work. Her professor gave her the self-confidence and the support – advisory and financially – to follow this path. He believed in her, in the meaning of what she did and convinced her to push into this – what turned out to be an extraordinary important field of research today...

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Vision Y – Was macht die Zukunft erstrebenswert?

by Lisa Kirberg

Die Studenten Maximilan Igl und Veronika Fischer präsentieren die "Vision Y". Quelle: Mohr Berkemeyer Mohr GbR

Es kursieren viele negative Szenarien in Bezug auf die Zukunft. Die Schlagzeilen der Zeitungen sind voll von Wirtschaftskrisen, sozialen Brandherden, Umweltkatastrophen und politischen Konflikten. Studenten des Center of Digital Technology and Management präsentierten auf der Munich Leadership Conference 2015 einen positiven Gegenentwurf: die Vision Y. 

 

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