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Abstract in German language: Die Erkältungssaison ist wieder gestartet. Warum kommen Mitarbeiter in dieser Zeit krank ins Büro? Eine Studie der East Anglia Universität erklärt das.

It is winter. The cold is taking over company offices. Collective sneezing and sharing of infections becomes the company standard. Wouldn’t it be smart to allow your people to work more from home or other places in order to keep infection rates in your workforce down? On the other, if a company does not have the capability of mobile working or does not allow for it, your staff will regularly join the office community being sick. Your can be sure. The phenomenon is called presenteeism. Read the following article published by the Uni of East Anglia:

“This could help to prevent High job demands, stress and job insecurity are among the main reasons why people go to work when they are ill, according to new research by an academic at the University of East Anglia.

The study aims to improve understanding of the key causes of employees going to work when sick, known as presenteeism, and to help make managers more aware of the existence of the growing phenomenon, what triggers the behaviour and what can be done to improve employees’ health and productivity.

A key finding of the study, published today in the Journal of Occupational Health Psychology, is that presenteeism not only stems from ill health and stress, but from raised motivation, for example high job satisfaction and a strong sense of commitment to the organisation. This may motivate people to ‘go the extra-mile’, causing them to work more intensively, even when sick.

One of the significant links to presenteeism is the severity of organisational policies used to monitor or reduce staff absence, such as strict trigger points for disciplinary action, job insecurity, limited paid sick leave, or few absence days allowed without a medical certificate.

Lead author Dr Mariella Miraglia, a lecturer in organisational behaviour at UEA’s Norwich Business School, argues that presenteeism is associated with work and personal factors, not just medical conditions. Also, that these factors are more strongly related to, and so more able to predict, presenteeism than absenteeism.

In previous research presenteeism has been associated with both negative and positive effects on employee productivity and welfare, with contradictory causes and consequences for individuals and organisations. It has been linked to lower performance, exacerbating health problems and affecting wellbeing, with more productivity loss than absenteeism. The Centre for Mental Health has previously calculated that presenteeism from mental ill health alone costs the UK economy £15.1 billion a year.

“This study sheds light on the controversial act of presenteeism, uncovering both positive and negative underlying processes,” said Dr Miraglia, who worked with Dr Gary Johns of Concordia University in Montreal, Canada. “It demonstrates that presenteeism is associated with work features and personal characteristics and not only dictated by medical conditions, in contrast to the main perspective of occupational medicine and epidemiology.

“Working while ill can compound the effects of the initial illness and result in negative job attitudes and withdrawal from work. However, the possible negative consequences of being absent can prompt employees to show up ill or to return to work when not totally recovered. Organisations may want to carefully review attendance policies for features which could decrease absence at the cost of increased presenteeism.”

The research analysed data from 61 previous studies involving more than 175,960 participants, including the European Working Conditions Survey which sampled employees from 34 countries. Dr Miraglia developed an analytical model to identify the most significant causes of presenteeism and absenteeism, with work and personal characteristics relating differently to presenteeism depending on whether they followed a ‘health impairment’ or ‘attitudinal/motivational’ path.

Job demands, such as workload, understaffing, overtime and time pressure, along with difficulty of finding cover and personal financial difficulties, were found to be key reasons why people might not take a day off. Conflict between work and family, and vice versa, and being exposed to harassment, abuse, and discrimination at work were also positively related to presenteeism. This is because these negative experiences can exacerbate stress and harm health, requiring employees to choose between going to work and staying away.

Those who had a supportive work environment, for example supportive colleagues and a good relationship with managers, felt they did not have to go to work when ill, and were both more satisfied with their jobs and healthier. Optimism was linked to presenteesim, in that those with a positive outlook were more willing to carry on with their work while ill.

“Because presenteeism is more predictable than absenteeism, it is easy to modify by management actions,” said Dr Miraglia. “Workplace wellness and health programmes may be desirable to reduce stress and work-related illness. Furthermore, although increasing job resources, such as job control and colleague, supervisor, and organisational support, can be helpful in tackling presenteeism through their positive impact on health, our results suggest that controlling job demands represents a key line of defence against the behaviour.

“Organisations may benefit from well-designed jobs that limit the level of demands to which employees are exposed to every day, for example by reducing excessive workload, time pressure and overtime work, as well as making sure they have the resources they need.”

Dr Miraglia said further research was needed to understand when going to work while ill could be a “sustainable” and positive choice, for example in the case of a gradual recovery from long-term sickness, to improve self-esteem in the face of chronic illness or being an example of citizenship behaviour.

“It could be a good thing for some people, a way of integrating back into work again,” she added. “But it would depend how much the individual and organisation wanted it and were prepared to be flexible, for example by modifying job descriptions or offering flexy time.”

‘Going to work ill: a meta-analysis of the correlates of presenteeism and a dual-path model’ is published in the Journal of Occupational Health Psychology on November 9, 2016.”

Article sources: https://www.uea.ac.uk/about/-/research-reveals-key-reasons-people-go-to-work-when-ill

Picture source and more information: https://www.careeraddict.com/make-sure-sickness-bugs-don-t-destroy-your-office

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Abstract in English language: Cellphone use can influence the quality of our sleep. Your sleep as well? Find out and participate in a study which starts now. The following article is written in German language since this is also the language of the study.

Ein spannende Studie der TU Wien und Arbeiterkammer Niederösterreich. Untersucht wird ,wie sich die berufliche Nutzung von Smartphones auf die Schlafqualität auswirkt. Mittels der Smartphone-App „YLVI“ können auch Sie bei der Studie mitmachen und mehr über Ihre persönliche Handynutzung erfahren. Mehr Details aus der Pressemitteilung der TU-Wien:

“Die Trennlinie zwischen Arbeit und Privatleben ist oft nicht ganz einfach zu ziehen: Viele Leute lesen beim Frühstück Arbeits-Emails oder erhalten abends Anrufe am Handy. Studien der TU Wien und Arbeiterkammer Niederösterreich zeigen: Je mehr man außerhalb der Arbeitszeit erreichbar ist, desto eher wird das Grübeln über die Arbeit gefördert. Das wiederum beeinträchtigt die Schlafqualität. Vor allem Frauen und Beschäftigte, die viele Überstunden leisten, neigen dazu, in der Freizeit zu sehr über Arbeitsthemen nachzugrübeln.

Auszeit ist wichtig

„Die bloße Erreichbarkeit außerhalb der Arbeitszeit ist noch nicht unbedingt schädlich“, erklärt Martina Hartner-Tiefenthaler vom Institut für Managementwissenschaften der TU Wien. „Wichtig ist es aber, echte Auszeiten zu haben, in der die Gedanken nicht um die Arbeit kreisen. Gehen diese Freiräume verloren, hat das eine schädliche Auswirkung auf die Schlafqualität.“

Bisher war es bei Studien zur berufsbezogenen Erreichbarkeit kaum möglich, Auskunft über das tatsächliche Smartphoneverhalten zu erhalten. Man musste sich auf Befragungen und Selbsteinschätzungen verlassen. Nun wurde von der TU Wien die Smartphone-App YLVI für Androidgeräte entwickelt, mit der verlässliche Daten gesammelt werden können. YLVI („Your Latest Verified usage Information“) ist frei und kostenlos über den google play store erhältlich und analysiert Daten zum Nutzungsverhalten.

Entwickelt wurde YLVI in Kooperation vom Institut für Managementwissenschaften (Arbeitswissenschaft und Organisation) und der Forschungsgruppe für Industrial Software (INSO, Leitung Thomas Grechenig) am Institut für Rechnergestützte Automation der TU Wien. Ergebnisse der Pilotstudie zeigen, dass Telefon und SMS durchschnittlich nur je rund vier Minuten täglich aktiv verwendet werden. Nachrichtendienste wie whatsApp hingegen beanspruchen im Schnitt sechs Mal so viel Zeit. „Wichtig ist es, nicht nur auf die Dauer der Nutzung zu achten, sondern auf die Anzahl an Unterbrechungen“ betont Frau Hartner-Tiefenthaler. Die Pilotergebnisse zeigen, dass das Smartphone im Zeitraum von 24 Stunden rund 64 Mal aktiviert wird. Im Schnitt wird das Smartphone im Laufe des Tages alle 18 Minuten zur Hand genommen. Ziel der Folgestudie ist es nun zu untersuchen, welche Auswirkungen der Zeitpunkt und die Häufigkeit von arbeitsbezogenen Nachrichten außerhalb der Arbeitszeit auf den Schlaf und das Wohlbefinden haben.

Mitmachen, sich besser einschätzen können und gewinnen

Nach Installation der Android-App YLVI auf Ihrem Smartphone zeichnet sie drei Wochen anonym das Nutzungsverhalten auf. Alle Daten werden auf einem sicheren Server der TU Wien gespeichert. Inhalte (z.B. Kontakte oder Nachrichten-Inhalte) werden zu keinem Zeitpunkt ausgelesen. YLVI erkennt nur, welche App wann und wie lange geöffnet wurde. Gleich zu Beginn und am Ende lädt YLVI dazu ein, einen Fragebogen auszufüllen, um weitere notwendige Informationen über die Nutzungsgewohnheiten, sowie über Arbeitsbedingungen und -verhältnisse zu erfassen. Dazwischen beantwortet man zwei Wochen lang ein Kurz-Tagebuch zu Schlaf und Arbeit.

Nach Ablauf der Studiendauer gibt es exklusives Feedback über die persönliche Handynutzung. Unter allen Teilnehmenden, die bei der gesamten Studie mitmachen und die Fragebögen ausfüllen, verlost die TU Wien als Dankeschön 3 x EUR 250,-.”

Links:

App im Google App Store: https://play.google.com/store/apps/details?id=at.ac.tuwien.inso.ylvi
App-Infos auf TU Homepage: http://www.imw.tuwien.ac.at/aw/studienteilnahme/ylvi/
App-Infos FAQs: http://www.imw.tuwien.ac.at/aw/studienteilnahme/ylvi/faq/

Rückfragehinweis:
Dr. Martina Hartner-Tiefenthaler
Institut für Managementwissenschaften
Technische Universität Wien
Theresianumgasse 27, 1040 Wien
T: +43-1-58801-33073
martina.hartner-tiefenthaler@tuwien.ac.at

Picture source and more information about the topic: https://sites.psu.edu/siowfa16/2016/11/30/using-cell-phones-before-bed/

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Abstract in German language: Wie versetze ich meinem Unternehmen eine Start-up-Frischzellenkur? Viele Wege führen nach Rom. Fünf davon werden hier diskutiert.

Does you company exist for 20 years and more? Does the organization show signs of a middle or any other management blocking or slowing down change? Is innovation more an incremental process instead of making quantum leaps? If you think the answer is rather ‘yes’, ‘yes’ and ‘yes’, welcome to the club of well established, traditional firms which should consider options to accelerate and break free by taking leverage on start-ups. Start-ups can have an effect on traditional, well established firms like a stem-cell therapy. They refresh a business inside out, leading to an innovation boost for products, business models and ways of working in an organization. This is the reason, why traditional firms are in search for ways to create interfaces to the start-up world or even integrate with it. There exist many ways which lead to Rome. Let’s us see what kind of options exist:

Hackathon approach

Blue chip and other well established firms participate in start-up conventions. Hackathons, Pioneers festival and others are formats which allow to plug into the start-scene at least for a day or a couple of days. Either you find your ‘gold nuggets’ within this time window or at least companies refresh their thinking or generate new ideas from being with this creative mass of lateral thinkers and throw-conventions-over-board-activists. Is this approach sustainable? I am not sure since it is more selective and temporal. But what about subscribing to the start-up scene?

Start-up subscription

Incubators pop-up in New York, London, Berlin, Paris, Vienna. The French president Macron just opened a really large one – called “Station F” in Paris. This is the reason for displaying the Macron photo taken at Station F at the top of this article. Incubators are the breeding place for start-ups. These places nurture start-ups by providing infrastructure – simply some office space –, peer-to-peer networking, expert coaching and access to investors. ‘Access to investors’ is where traditional firms plug in. From their point of view, incubators can help to find the right start-up potential for their portfolio. Even more, you can even subscribe to your favorite start-ups by investing in them and starting to integrate them into your company’s organization. Integration can be – in this case – compared to ‘swimming without getting wet’. Since the breeding takes place outside your organization, even your company premises. So, any contact between your organization and the crazy start-up non-conventionalist is limited to project based cooperation, some meetings, mailing, chatting, mutual visits. That’s it (or c’est ça, as Macron would say). – This approach delivers more sustainable results than betting on Hackathons. Nevertheless, stem cell therapy can be intensified by incubating yourself.

Incubate yourself

Incubating yourself means, establish your own breeding place for start-ups in your company. So, really establishing it on your company’s premises. The Google Development Center in the Londoner East-End has been one of the first examples of larger scale in Europe. By dedicating office space to external start-ups and by finally letting them in, you create a microcosm of cooperation and mutual inspiration. In general, it is more the technology sector – for example the Telecom & Media industry – taking leverage on start-ups this way. What is required? First, incubating yourself demands office space. And it should be dedicated office space, featuring security boundaries which physically separate this half-outside part of the firm from the totally inside parts of the company. More ingredients are necessary to get the ‘hot pot’ really boiling, but dedicated office space is a good start.

Virtual incubator

What to do when you purely lack the physical space to host start-up on your company’s premises. Lacking means, missing space nearby your relevant experts, like developers, product managers, marketeers. Any remote incubation space does not help to inspire your people every day. Is there still a chance to start the stem-cell-therapy? At the moment, my answer is: May be. One of the next projects with my students in the International Business Management Master program at IMC University of Applied Sciences will drill exactly into this topic. The challenge will be how to initiate a virtual breeding process. Anyone who is interested, please let me know and contact me. I have got my own ideas but am very curious about the students’ ideas and concepts coming up soon.

Spin-offs

One thing which we know for sure is, that incubation works as well the other way round. If you are longing for real innovation, send your best people away and let them spin-off into their own start-up. BMW in Germany has been doing this for the i car series. Erste Bank is Austria did it in order to develop its new online banking platform George. Such a start-up does not have to be an unlimited endeavor. It can be clearly limited in time, for example to a period of two or three years. Even your best and most creative people may like the option to return after a defined period of free-climbing experience.

Finally, it is to say: This list is not complete. If you think that other options should be amended, please comment down here and share your thoughts. I especially ask one of my very best Master students who is currently doing a semester abroad in Australia to contribute his ideas.

Picture source and more information: https://qz.com/1044393/paris-has-ambitions-to-become-a-global-tech-hub-can-emmanuel-macron-help-make-it-happen/

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Abstract in German language: Die IMC FH Krems hat ihre Lernumgebungen sehr grundsätzlich umgestaltet. Sie entsprechen eher heutigen Büro-Erlebnislandschaften. Den Studierenden erwachsen erhebliche Vorteile daraus.

Studying at university traditionally means: seminar rooms, rows of tables and chairs. It does not look different from school. Nevertheless, it is just the outside look of it. Contents – so what’s happening inside – is totally different: University lectures feature open, interactive formats which enable discussion, debate and lots of team work.

Does debate really flow in a lined-up table-chair room set-up, which forces all eyes to the front of the seminar room but not to each other? Did you ever try to squeeze into table-chair lines in order to set in a circle for team work? It is far from ideal, sometimes even counter productive.

This is the reason to let traditional lecture hall layouts fade away at IMC University of Applied Sciences Krems. Instead the university features fluid layouts of seminar rooms. In these lecture halls, students are allowed and even motivated to arrange furniture in the way they think it is ideal for their needs or for a specific course.

Since university lectures are very interactive and rely on a high share of team work sessions, this kind of lecture hall flexibility is a critical success factor. Even more, IMC University of Applied Sciences Krems opened up seminar rooms and extended learning space into collaboration zones all over their buildings. These collaboration zones are open areas which are used by students from all lectures and courses and shared in this way. They offer large tables, sofas, half-closed meeting islands and many other forms of functional office furniture.

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Finally, university looks and feels like an innovative state-of-the-art office space. This way, students experience how to work in an modern, innovative company office. What do students experience there: How it feels to share space. How it works and does not work to collaborate in a team in an open area and how to be effective in this constellation; since team work is only sometimes about relaxed brainstorming. Most of the time team work takes place in order to achieve ‘hard’, tangible results in university courses, for example an analysis which needs to be presented, a concept design or writing a paper in a collaborative manner. Final course scorings depend on the quality of the outcomes. To that extent, it is a critical success factor to students to find physical working conditions in the university premises which enable and support teamwork. Secondly, student teams learn and will have to learn how to use this infrastructure effectively. In this way, students embrace already here an effective office work style when offered a professional state-of-the-art office environment. 

One more fact: The difference in effectiveness, which is achieved by this kind of flexible and open learning environment, can actually be observed. Students typically become very tired and distracted after 2 hours of lecturing in a classical classroom which features traditional layouts. Whereas energy is holding up for 7 to 8 hours in this described next generation learning environment at IMC University of Applied Sciences Krems. So, endurance of students is about 3 to 4 times higher in a fluid, flexible and open learning environment.

Please share your opinion, your observations or questions and comment down here.

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Abstract in German Language: Im Zuge des Crowdwriting Projektes für das neue Buch “Future of Work” wurde bei bene ein ausführliches Interview geführt, um Einsichten und Ergebnisse aus der Digital Business Transformation Forschung an der IMC FH Krems zu diskutieren. Hier ein Ausschnitt mit den Highlights.

In the course of the book crowdwriting project with bene an extensive interview was conducted in order to discuss findings and insights from the Digital Business Transformation research at IMC University of Applied Sciences Krems. See an excerpt down here.

In a nutshell:…DIGITISATION IS LIKE A SPEEDING TRAIN. COMPANIES THAT PROACTIVELY DEAL WITH CHANGE WILL SURVIVE AND MAKE A QUANTUM LEAP TOWARDS GROWTH”. A DIALOG WITH PROF. MICHAEL BARTZ.

In the scope of your professorship at the IMC University of Applied Sciences Krems, you conduct research in the field of New World of Work.What exactly are you working on and researching?

Since about 2000 we have found ourselves in a very accelerated Kondratieff Wave of Change.

The main development waves that have led to this are, firstly, broadband; the emergence of smartphones, tablets, extremely intuitive devices and thus the digitisation around the world. All these developments lead to changes that pervade all aspects of our social, private, public and business lives. At the IMC University of Applied Sciences Krems, we concern ourselves, among other things, with the rules governing these changes and the “New World of Work”. Moreover, in long-term studies, we measure satisfaction, involvement, commitment and above all, productivity in the professional world.

What key changes do you see coming?

The advancing digitisation of our entire society is one of the key issues. In many parts of the world, we are just beginning. Africa, for example, is still disconnected; in Asia only 44% – still 1.8 billion people – are connected. In North America this number is 90% and in Europe approximately 75%. The further increase in internet penetration, especially in Asia and Africa, will lead to digital working environments in the future. This is, however, only a partial aspect of digitisation. An important point is that hitherto successful business models are increasingly being called into question. The simplest and clearest example is banking. Today, apart from checking and saving accounts, which are now being processed online, there are no additional products for the private customer sector. The branch model has become obsolete and because of this, the banks’ business model is changing fundamentally. In a variety of industries, business models must also be adapted or completely rebuilt. Digitisation is like a speeding train. The companies that say they will take a look at it in due time have already missed the train. Companies that are concerned with the changes and try to tap into these developments, to shape something that creates a new dynamic, these companies survive and will make a quantum leap towards growth. For the majority of companies, it is therefore of the utmost importance to look closely at what happens and to consider in which direction and at which speed the changes must take place. In addition, the speed of change inward must also be adapted and proportioned in order to enable employees to keep up with this process. This can only be accomplished, however, by acting proactively.

In the case of a nationwide digitisation, it’s estimated that in 2050, 40-65% of the jobs that exist today will no longer exist. What will be the requirements for employees in the future?

There will be completely different jobs. In the 1950’s, for example, there were still stenotypists. It is quite normal that jobs will die out due to technological developments and new ones will emerge. We will, of course, find more of our jobs in the digital value chain and work less with our hands. It is certain that the production will be placed more and more in the hands of robots and automation. In the future, we will work side by side with robots and artificial intelligence. There is also a paradigm shift in the office. My colleagues today wont necessarily be sitting next to me. They will be scattered all over the world. There is a virtual collaboration across a global labour market. It will become different, more diverse and demanding and, to this extent, more human. Nevertheless, we must consider how to prepare people for the changes. There are core competences that will be needed in these new living and working environments. This also requires a paradigm shift in the school system. We need to move away from rigid memorization and towards flexible learning content that promote other competencies, such as analysing problems, self-organisation and structuring, as well as working and communicating emphatically with others. The Scandinavian reform countries and their school systems can be seen as examples here.

How will most of the population earn money in the future? Who are the winners and who are the losers in the economic system?

In the overall economic context, there will be new social models. For example, the unconditional basic income which, to put it simply, guarantees each person a life-long income of 1,500 euros without consideration; simply because they were born in Austria. This safeguard would lead to people developing differently; being able to pursue their interests and do what they have always dreamed of. The unconditional basic income is the safety net. The reform is financed by the reduction of the national quota, through the abolishment of administrative bodies. For example, a Public Employment Service (AMS) in Austria would no longer be needed as an administrative body; or other bodies for today’s small-scale administration of social benefits such as child allowance, study assistance etc. Through the dissolution of these authorities, appropriate budget resources are made available, which are then used to finance the unconditional basic income. In Austria, a massive number of employees in the public sector are retiring within the next 10 years. This offers a historically unique opportunity for social reform.

Reforms such as the unconditional basic income would also work in organisations.

How will working in a company change? Who will work for whom or will everyone be self-employed or a freelancer?

The forecasts lean toward freelancing; more fluidity in the cooperation conditions such as outsourcing, crowd-working and click-working. Companies are therefore more and more understood as a talent cloud or coral reef, where employees and companies assemble for a certain project for a certain period of time and then move on. IBM, Microsoft, Google are examples of this. Which approach actually makes sense, and at which intensity, depends strongly on the respective industry. However, in our long-term studies, we measure that through flexibility and fluidity, companies can increase their productivity by 5 to 10% and reduce costs by up to 20 to 30%. Important prerequisites include, among other things, so-called game rules, which hold together the core elements of these networks and talent clouds. We research which game rules are important and which ones work very deeply using brain research methods. Because what rules are really effective and which are unnecessary, can really only be understood sustainably at this point – in the human brain. In any case, the flexibilisation of companies is not a walk in the park; that’s why research in this area is so critical to ensure the transformation of organisations and ensure investment in change. At the same time, companies are taking the lead in this direction.

How far can this flexible restructuring of companies go?

Up to self-organisation. One example: The company Tele Haase in Vienna has been successfully operating without an executive board for several years. Although the changeover caused massive employee and sales losses during the first three years, today the company has put these transitional losses behind it. Of course, the company has found new employees who are comfortable with the new working styles and feel comfortable without management. Such models of sociocracy, of self-organisation, function through rotating committees, such as marketing and product development committees, which are chosen for a certain period of time and whose composition is constantly, rhythmically changing.

Exciting, this change in corporate governance from hierarchies towards democratisation. What is the driving force in the direction of democratisation and flexibility of companies?

Strong hierarchically lead companies are monolithic and cumbersome in their culture. Today, however, we are no longer dealing with static markets and customer groups. Businesses are more likely to be confronted with fluid networks of customers that continue to change in size, in their demographic characteristics and in their needs. As a successful company, I need to develop an appropriate agility to ensure that I constantly adapt my value propositions, the products and services offered by me as a company, to the needs of the customer quickly and cost-effectively. Because in the end only one point counts: Only if the value proposition is correct, will the customers be willing to pay for it.

What does this mean for the individuals in the businesses?

Management of change is therefore becoming a core competency for companies, their executives and their employees. This is precisely what executives and employees should be able to co-develop accordingly and, in a permanent process, prepare themselves for the next changes and developments. Life-long learning is therefore a personal key task. If we assume that the next generation will have a life expectancy of 100 to 105 years, and are likely to work until at least the age of 80, it is foreseeable that flexible working and learning models will become popular.In this model, people will continue to develop; staying 10, 20, 25 years in a job profile, then building upon it in a new phase or beginning something completely new. It is not life planning, but rather life phase planning that is the focus.

Source: http://futureofwork.bene.com/interview-with-prof-michael-bartz/

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Abstract in German Language: Arbeiten mit LEGO erfordert sehr präzise und strukturierte Rahmenbedingungen. Beginnen Sie hier, die Value Proposition Roadmap Methode kennenzulernen. Dies ist ein sehr effektiver Weg für den Einsatz von LEGO bei der Entwicklung oder Überarbeitung von Unternehmensstrategien.

In a previous article, I argued that using LEGO for business strategy development does benefit twice: It is accelerating the process and it is pushing quality of outcomes up. This is due to the effect, that involving LEGO and hence tactile elements into the process is bundling the resources of our left and right brain sides for problem solving. Nevertheless, applying LEGO requires a systematic approach which leads people involved step by step through this playful process. One systematic framework, which is very much suitable to provide the structure which is needed, is the Value Proposition Roadmap method of David L. Rogers. Rogers’ method is described in his book titled Digital Transformation Playbook. Many ways are appropriate but this represents one of the most effective ones.

It just requires six works steps which can be easily accomplished within one working day. It is even possible within three hours with a trained group. This was demonstrated recently by my students of the Digital Business Innovation and Transformation Master study program at the IMC University of Applied Sciences who I am very proud of. During the final exams my students proved that high quality results can be achieved even under very tight timing restrictions. Let me describe the six working steps which Value Proposition Roadmap method requires and which were also applied by the IMC students during their exam. I will do so by referring to to a rather seven hours full-fledged strategy development process.

Before we open the cookbook, one word on the basic assumption the approach is hinged on. It is the idea a business has to create customer value. Very pragmatically a company will have to ensure – at all times – that customers are willing to pay for what this organization is offering them. This is a simple and clear indicator for customer value. and exactly the soft spot the method is touching and drilling down on.

Consequently there is no other first step, than this:

Step 1: Identify your customers…

So, in a first step you define your most relevant customer groups. This is something new and surprising but homework which needs to be accomplished before drilling into strategic issues

Step 2: Understand your current value proposition

Once customer groups or types have been defined, you are ready to explore current value elements which add up to a value proposition customers are willing to open the purse and lash out. Unveiling current value elements  is done separately for every customer type by posing the question like ‘For which value elements is this customer type willing to pay our company?’ and ‘For which value elements do they turn to us and not our competitors?’. For answering these questions now is the right time to ring the ‘LEGO bell’. You could accomplish this task easily on a flip chart, by using a table on your tablet or even more fancy on an electronic whiteboard. Yet, all of these ways just leave you in the modus in which you only draw on half of brain capacity. So instead ask your team to build value elements by using LEGO. How to do this:

  • Brief your development team on the customer type and the exact task which I described above.
  • Now they are ready to play: Ask them to build value ekenebts by using LEGO. By doing so, you kick-start left and right brain side synergies.
  • Provide 45 minutes for free, experimental construction work. If you observe, that all teams are very busy still, give 15 minutes extra.
  • Nevertheless, now it is time to discuss the LEGO structure. Reflect upon it, find out what it all means
  • Allow the team to add, delete or modify the structure during the reflection phase.
  • Finally ask the team to note down the value elements which were identified.
  • And before ending working step 2 session, ask the team to paraphrase the overall value proposition in a one sentence statement

Results will be surprising and – most probably – blind spots will have been turned inside out. And the team might face unwelcome truth. Nevertheless, by now the development team is on the way to push business strategy to the next level.

In a next article, I will describe working steps 3 and 4 which hit at digesting and dissecting current value elements on the search for future value.

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Abstract in German language: Derzeit entsteht als Crowdwriting-Projekt mit bene ein neues Buch zum Thema “Future of Work”. Wie das funktioniert, lesen Sie hier.

2017, a team of bene and I were gathering in order to brainstorm on writing up a new book featuring the topic “Future of Work”. Here it happened that the idea evolved to ‘crowdwrite” this book. Is there a more obvious thing to do especially when producing a book on the Future of Work topic? Actually, not. So the project came immediately into being.

Three teams in Berlin, London and Vienna are involved in the crowdwriting process by now. These teams consist of 40 experts from various relevant fields, like artificial intelligence, gamification, industry 4.0, next generation enterprise and activity based working based office design. The book will feature four main chapters:

  • Digital Transformation
  • Leadership
  • Purpose of work
  • Open Collaboration

By means of interviews and workshops which take place in all three cities, contents has been generated. Interactive sessions allow to loop in additional experts, on 29 September 2017 – for example – Darwin’s Circle representatives from Australia (…and how are better experts in the field of remote working than Australian scientists and industry experts). This allows to reflect on the contents of the book, fine tune and enrich it. Now with the 29 September event the homepage is online: http://futureofwork.bene.com/

Here the progress and evolvement of the book can be observed and latest contributions of the expert team can be followed just in time. As well, an up-front e-paper is available and a fully fletched video providing insight into production process and highlights of expert contributions in the course interviews and workshops conducted.

In January 2018 the book will finally be available. Physical copies will can be obtained in a limited hardcopy edition and in ebook format. – Please comment here below if you have got questions on your mind or if you would like to share your feedback.

 

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Abstract in German language: Michael Page in Wien hat 25 PersonalleiterInnen eingeladen, die neue Welt des Arbeitens und dafür erforderliche strategische Agenda zu analysieren und Erfahrungen auszutauschen. Welche Themenschwerpunkte sich dabei herauskristallisiert haben, lesen Sie hier.

Vienna, Austria. Thursday night. 25 HR executives gathering in private in Sans Souci rooftop lounge. Objective: Identify the most important and pressing strategic priorities on the Human Resources Management agenda. – This is a briefly describing what happened in a workshop which Michael Page Austria conducted in cooperation with IMC University of Applied Sciences Krems.

How to reach this goal? ….to identify the most pressing strategic HR priorities… First step: Share findings. Based on field research from IMC University of Applied Sciences Krems, trends were presented. Focus has been on trends which were found to lead to substantial changes or even paradigm shift in companies and industries during the last six years. The 25 participants reviewed these trends and voted for the most important ones. The format was a bit unconventional: Trends were laid out on cards on the floor of the lounge, shortly discussed and finally participants used little Buddha figures set next to their ‘favorite’ trend in order to mark their priority. Why Buddha. For the lolz and for mind opening a bit.

The outcome has been kind of shocking since digitization dominated the priority list, clearly. Digitization of the business model and internally of work approaches. And with it comes a fluid, multidimensional organization capable of flexible work styles. What does this mean to us? How to cope with it? Does it pay back? Exchange of experiences and learnings came into some continues flow in this top executive round.

Nevertheless, the pay back remained a black box for a while – in this workhop. Until additional research data were unveiled. These data show salary differences between companies offering and dealing with flexible work styles and not. Also here, participants were asked to estimate this delta first. And their verdict has been surprisingly correct: Between 10 and 15 %. This is a kind of overpay more conservative organizations have to afford.

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What is a driver behind it? Social media platforms like kununu or Glassdoor. They create transparency of working conditions and payment in firms at an extent which has not existed so far. They make employer image and branding tangible. Is it more threat or opportunity? Does not matter. It is simply the new reality, corporate organizations are thrown into and need to cope with. Is the employee and job applicant king now? No, but it is possibly a bit more balanced or on eye level and means that organizations have to become more authentic. A nicely printed employer branding brochure does not help anymore, since everybody can look behind the curtain easily. And that is why we can observe differences in salaries between firms offering more or less innovative work styles and work options, like blended work, flexible work, mobile work…you name it.

In the end…mission accomplished:

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…the two initiators – Alexander König of Michael Page and Michael Bartz, Prof. IMC University of Applied Sciences Krems, happy and open to questions. Please comment down here or post questions.

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Abstract in German language: Haben wir noch genügend Zeit, an Business Strategien intensiv zu arbeiten? Können wir alle relevanten Daten überhaupt in diesen Prozess einbeziehen? Wie es mit LEGO funktionieren kann, lesen Sie hier.

Do we have sufficient time left to review and adapt our business strategies? Especially, when volatility would require to redo or modify our firms’ strategies every couple of months. On the other hand, is it still possible to take all relevant data into account – given the complexity of a highly interconnected and globalized business world?

One way to master these challenges is to play our way into business strategy by using LEGO. Why playing? And why with LEGO?

By playing, I turn to the tactile part of using LEGO. Working on a problem with our brain and with our fingers at the same time, makes us using right and left side of our brain together. In this way, using our full potential. – When we approach a problem in the conventional way, it is normally a pen and paper or computer exercise. This represents a more cognitive, reflective attempt to solve a problem. Being purely reflective means we mainly draw on the capacities of our right brain side.

When we start to work the problem out as well in a tactile way, we start to activate the left part of our brain and bundle its capacities with the right reflective part. I would not say that this doubles our brain capacities; this is hard to figure out. May be it triples or pushes capabilities by a factor of 1.3. This is not the point. Looping in the left brain side, means that we start to use especially our unconscious capabilities and knowledge. These are mainly so called heuristics, rules of thumb which allow us to decide and act quickly. And here we are: This is exactly what Daniel Kahneman is telling us with his book “Thinking, fast and slow”“Thinking, fast and slow”.

What does this all mean: By combining left and right brain capabilities we bundle our capacities to analyze and treat a problem explicitly in a reflective way with all our unconscious capacities and know how.

This is why playing your way into business strategy quantum leaps the process in terms of quality and time. It is time saving and due to the combination of conscious and unconscious problem solving capacities, it pushes quality of the outcomes up.

Is the process purely play? – No – Applying LEGO requires a strict process. I prefer to use for example the 6 steps process of David Rogers, as he described it in his Digital Transformation Playbook. This process allows to review customer value propositions and – kind of – forces us to ask very honestly: Are and will certain customer types still prepared to pay for what our firm offers.

Call for action: f you want to read about this process on this blog, please comment (using the comment function of this blog) and let me know, if you like to explore some details and especially practical experiences and what your specific interests are. I recently worked with our Master students of the Digital Business Innovation and Transformation study program a full day with LEGO. The students achieved astonishing results.

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Die neue Welt des Arbeitens in der Praxis erleben, bewährte Best Practices kennenlernen und Erfahrungen austauschen. Das ist das Ziel des New World of Work Experience Days, zu dem das Next Generation Enterprise (NGE) Institut einlädt.

Dieser Kompaktworkshop findet am 17. November in der neuen Zentrale von Biogena in Salzburg statt. Die Gestaltung der Zentrale wurde von A bis Z auf die flexiblen, offenen Arbeitsweisen des Unternehmens ausgerichtet.

Tagesprogramm

  • „New World of Work Impulsvortrag“ von Prof. Michael Bartz von der IMC FH Krems (Trends, Unternehmensbeispiele, Benchmarks)
  • Einführung in das Neue Arbeiten bei Biogena durch die Geschäftsführer Julia Ganglbauer, MSC & Roman Huber, MSc
  • Mittagessen im Biogena Bio-Bistro von Biogena und Erfahrungsaustausch
  • Betriebsbesichtigung Biogena Zentrale und Erfahrungsaustausch mit MitarbeiterInnen von Biogena während der Tour
  • „Wie kann ich das Neue Arbeiten in meinem Betrieb umsetzen und wie rechnet sich das?“ – Interaktive Q&A, Diskussion und Reflektion des Erlebten mit Prof. Michael Bartz

Die TeilnehmerInnen erhalten eine Zusammenfassung der Ergebnisse im Format einer Business Graphik. Diese entsteht im Hintergrund live während des Workshops.

Beginn 9.00 Uhr, voraussichtliches Ende 14.30 Uhr

Teilnahmebeitrag pro Person: 1.200 EUR zzgl. 20% Umsatzsteuer

Der Workshop findet statt bei Anmeldung von mehr als 15 Personen (Rechnungsstellung erfolgt nach Teilnahmebestätigung nach Erreichen der MindestteilnehmerInnenzahl). Die Zahl der TeilnehmerInnen ist auf 40 Personen limitiert, um einen interaktiven und fundierten Austausch sicherzustellen.

Anmeldung zum Workshop bitte per Mail an: thomas.schmutzer@nextgenerationenterprise.institute

In English:

Get to see the New World of Work in reality, get to know best practices which work and exchange experiences. This is the purpose of the New World of Work Experience Day, run by the Next Generation Enterprise (NGE) Institute.

This very compact workshop format takes place on November, 17 at the new headquarters of the company Biogena in Salzburg, Austria. The design of these headquarters were entirely oriented at flexible and open workstyles.

Program

  • New World of Work key note of Prof. Michael Bartz of IMC University of Applied Sciences Krems (trends, industry examples, benchmarks)
  • Introduction to the Biogena way of working by the leadership team members Julia Ganglbauer and Roman Huber
  • Lunch at the Biogena organic food bistro and experience exchange
  • Tour through the headquarters and discussing experiences with Biogena employees during the tour
  • ‘How to implement New World of Work concepts in my firma and is there a Return on Investment?’ interactive Q&A, discussion and reflection with Prof. Michael Bartz

Participants will receive a summary of the workshop in a business graphics format. The business graphics are developed live in the background of the workshop.

Start: 9.00 am, expected end at 2.30 pm

Cost per participant: 1,200 EUR plus 20% Value Added Tax

The workshop will take place from more than 15 bookings on (invoicing only takes place after confirmation that the minimum booking number has been achieved and the workshop takes place). Total number of participants is limited to 40 persons in order to ensure interactive and in depth discussion and exchange.

The workshop will be held in German language. On request, we can arrange a personal translator (whisper interpreting) at your own cost.

Please send your registration request here:

thomas.schmutzer@nextgenerationenterprise.institute

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Abstract in English language: Everybody is artificial intelligence to come up soon, but it is already there in the center of our lives. Where and in which way, read here.

Sie kommt. Die A.I. – die Artificial Intelligence. Irgendwann. Aber sie kommt. Darüber sind wir uns irgendwie alle einig. Aber wir irren: Sie ist bereits da.

Kurze Nabelschau: Wie schaut das bürgliche Leben in Europa, Nordamerika und Asien aus? Es ist durchdrungen von A.I.. Nutzen Sie Spotify? Wundern Sie sich vielleicht, dass die Musikvorschläge von Spotify mit der Zeit immer besser Ihrem Musikgeschmack entsprechen? Ja. Genau. Das ist A.I.. Das ist die boolsche Verlängerung unserer Synapsen in Spotify hinein. Das ist noch sehr rudimentäre A.I.. Aber es ist A.I. mit der wir – wann immer wir Musik über Spotify – interagieren. In dem Moment bilden sich neue Nervenstränge in der Spotify A.I. aus. Jede Musikstück, das wir anhören trägt dazu bei, dass das System sich unsere Vorlieben merkt und dazulernt, was was uns noch gefallen könnte. – Ein Einzelfall? Nein. Shoppen Sie bei Amazon? Genau derselbe A.I. Effekt – sogar noch vielschichtiger. Auch Amazon enthält bereits die elektronische Verlängerung unser Synapsen. Dadurch wird die Einkaufsumgebung in Amazon für uns über die Zeit immer Attraktiver. Denn um uns herum wird ein virtueller Shopping-Tunnel errichtet, der unseren Blick zwar einengt, was wir nicht wahrnehmen, weil die Wände diese Tunnels mit speziell für unser Gehirn hochattraktiven Warenangeboten gepflastert ist.

Das sind zwei Beispiele relativ weiterentwickelter A.I.. Die Suche in Google kommt als drittes Beispiel für eine hochentwickelte A.I.-Engine hinzu. Oder nutzen Sie ein iPhone und tippen Sie Ihre Nachrichten nicht mehr, sondern nutzen die Speech-to-Text-Funktion. Ich nutze sie schon lange, da ich nie mehr so gut beim Tippen werde, wie meine Teenie-Tochter es auf einer Qwertz-Tastatur bereits ist. Und auch dahinter steckt A.I. – auch, wenn Sie tippen –, denn die künstliche Intelligenz antizipiert bereits ex-ante, welches Wort als nächstes ideal passen würde, da der Gesamtzusammenhang eines Satzes und auch mehrerer Sätze im Hintergrund analysiert wird. – O.K. …das sind jetzt vier Beispiele. Das ist es aber auch dann an A.I. in unserem Leben in Europa, Nordamerika und Teilen Asiens.

Nein. Beileibe nicht. Surfen Sie im Internet? Hier hinterlassen Sie mit jeder Bewegung Spuren, und sie bewegen sich eingebettet in Ihr elektronisch verlängertes Nervensystem von Cookies, die auch hier einen Comfort-Tunnel persönlich für Sie erschaffen, der Ihre Welt zwar einengt, aber attraktiver macht…Denn die Wände auch dieses Tunnels sind dekoriert genau mit den Angeboten, die Ihrem Gehirn besonders attraktiv erscheinen.

Viele entziehen sich diesem A.I.-Kollektiv, von dem wir bereits umgeben sind, indem alternative Suchmaschinen genutzt werden und ins sogenannte Darknet abgetaucht wird. Für ExpertInnen und Experten mag es hier noch A.I.-freie Zonen zu finden geben. Aber dem durchschnittlich-technikkompetenten Bürger oder der durchschnittlich-technikkompetente Bürgerin gelingt der Ausstieg aus der A.I.-Umgebung, in der wir bereits leben, nicht. Hier heißt es, zumindest das Bewusstsein zu behalten, dass es eine A.I.-Welt ist. Also einen siebten Sinn für A.I. und seine Konsequenzen zu entwickeln. Das ist der siebte Sinn, von dem wir seit Jahrhunderten sprechen, übersetzt in unsere digitale Welt von heute. Doch dieser Sinn wird überlebenswichtig um im Sinne von Kant “der selbst verschuldeten Unmündigkeit” zu entkommen. Das ist eine Arbeit, die wir von jetzt an täglich, wann immer wir uns in unseren A.I.-bestimmten Welten bewegen, leisten müssen. Sonst wird der Tunnel, den die A.I. für uns errichtet, die Autobahn in genau das: “die selbst verschuldete Unmündigkeit”.

Umgekehrt: Wer lernt, mit der elektronischen A.I.-Erweiterung umzugehen, entwickelt einen Hebel – einen Leverage für seine oder ihre Fähigkeiten. Dann wird A.I. zum Human Enhancement. Hier landen wir natürlich direkt in der Diskussion des sogenannten “Transhumanismus”. Ja. Es lässt sich nicht bestreiten. Auch das findet statt “Human Enhancement”, bzw. transhumanistische Weiterentwicklung. – Können wir es aufhalten? Nein. Aber wir können neue Fähigkeiten entwickeln, damit umzugehen. Und warum wird das Funktionieren: Weil das uns Menschen ausmacht. Uns auf neue Herausforderungen einzustellen und daran zu wachsen.

Quelle Bild: http://gadgets.ndtv.com/science/opinion/china-has-now-eclipsed-us-in-ai-research-1474153

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Microsoft Deutschland hat die neue Zentrale in München eröffnet. Vier Grundbausteine bildeten die Basis für die Planung des neuen Büros. Diese Grundbausteine definieren die grundsätzlichen Arbeitszonen oder Workspaces, die MitarbeiterInnen flexibel nutzen können. Microsoft beschreibt es selbst so:

Think Space:

“Cubes & Lounge-Sessel bieten individuelle Rückzugsmöglichkeiten. Der gesamte Bereich ist als „Quiet Area“ gekennzeichnet.”

Share & Discuss Space:

“Die dynamische Arbeitsumgebung fördert Kommunikation und Dialog. Hier können Brainstormings stattfinden, Ideen gemeinsam entwickelt oder Konzepte diskutiert werden.”

Converse Space:

“Dieser Bereich zeichnet sich durch eine Vielfalt an Arbeitsmöglichkeiten aus und bietet Flächen für kollaboratives Arbeiten. Er ist für gemeinsame Projektarbeit geeignet oder wenn Alleinarbeit/Teamwork im schnellen Wechsel erforderlich ist.”

Accomplish Space:

“Hier kann jeder Mitarbeiter sich konzentriert und individuell am Schreibtisch seinen Aufgaben widmen. Es handelt sich hier ebenfalls um eine „Quiet Area“.”

 

So einfach kann die Planung für Activity Based Working sein. Aber…genau dieser Ansatz muss nicht zugleich für andere Unternehmen und andere Industrie passen. Dennoch ich dieses Praxisbeispiel ein sehr gutes Best Practice Benchmark und bietet gute Erstorientierung für andere Organisationen.

Quelle Bild und Text sowie mehr Informationen: https://enterprise.microsoft.com/de-de/articles/industries/banking-and-capital-markets/smart-workspace-in-munchen-schwabing/

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Eine interessante Zusammenfassung eines Interviews mit Alibaba-Gründer Jack Ma. Der erste Teil des Interviews ist sicher inhaltlich überzeichnet und ich empfehle, diesen stark zu hinterfragen. Aber der zweite Teil des Interviews ist hochspannend zum Thema “Daten”. – Vielen Dank an Andreas Kneringer für den Hinweis auf das Interview:

“Laut dem chinesischen Unternehmer und Milliardär steht die Welt erst am Anfang des “Datenzeitalters”. Alle, die in diesem Bereich Ideen haben, “werden reich werden”. Für die anderen werde es “schmerzhaft.”

Es sei eine “Welle”, die gerade erst im kommen ist. Und sie werde viele Jobs kosten. “Jene, die mit der Welle mithalten können, werden reich sein. Für jene die zurückfallen, wird es jedoch schmerzhaft.” Mit diesen Worten umreißte der Gründer des chinesischen Amazon-Konkurrenten Alibaba, Jack Ma, in einem Interview mit dem US-Fernsehsender CNBC seine Sichtweise der Zukunft. Die Worte des Milliardärs haben Gewicht. Schließlich ist Ma nicht nur politisch gut vernetzt, sondern gilt auch als Technologie-Visionär.

Für Ma ist es klar, dass die Maschinen schon bald schlauer als Menschen sein werden. “So wie es auch klar ist, dass ein Zug oder ein Auto schneller als ein Mensch ist.” Allerdings werden die Maschinen auch in Zukunft eines nie haben können: die menschliche Weisheit. Ma versteht darunter das “menschliche Gefühl”, das Entscheidungen beeinflusst.

In Summe werden die Maschinen den Menschen somit jedoch viel Arbeit abnehmen. Das habe auch positive Beispiele – etwa verkürzte Arbeitszeiten. “Mein Großvater arbeitete 16 Stunden pro Tag. Und er meinte er sei sehr beschäftigt. Wir arbeiten heute acht Stunden am Tag und glauben, wir sind sehr beschäftigt. In 30 Jahren werden wir vielleicht nur mehr vier Stunden pro Tag an vier Tagen die Woche arbeiten”, so Ma.

Daten wie Elektrizität vor hundert Jahren”

Damit man in dieser neuen Welt nicht zu den Verlierer zählt, solle man sich jedoch darauf vorbereiten. Etwa, indem man sich mit dem Thema Datenanalyse auseinandersetze. Hier sei auch die Politik und das Bildungssystem gefragt. “Wir sind erst am Beginn des Datenzeitalters”, sagt Ma. So werden zwar heute bereits Milliarden an Daten gesammelt, das sei jedoch nichts im Vergleich zu dem, was in Zukunft noch kommen werde. “Derzeit wissen wir noch nicht wirklich, wie man aus Daten Geld macht. Es ist ein bisschen wie vor hundert Jahren, als die Menschen dachten: Elektrizität ist elektrisches Licht. Keiner konnte sich damals vorstellen, was wir heute alles mit Strom betreiben”, sagt Ma.

Ein Teil der Zukunft werde auch die noch stärker werdende Globalisierung sein. Diese könne auch nicht mehr gestoppt werden. Daher müsse man sie als Chance begreifen, meint Ma. Vor allem kleine, lokale Geschäfte könnten so ihre Produkte an ein viel größeres Publikum verkaufen. Wichtig sei jedoch, sie rechtzeitig auf die Veränderungen einzustellen: “Man muss das Dach reparieren, solange die Sonne scheint.””

Quelle Bild und Text: http://diepresse.com/home/wirtschaft/economist/5239682/AlibabaGruender_Wir-werden-nur-mehr-vier-Stunden-am-Tag-arbeiten?from=rss

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Oben – als Beispiel aus der EU – eine Grafik, die die Veränderung des Bildungsniveaus in der Bundesrepublik Deutschland zeigt. Die erfreuliche Erkenntnis: Bildung ist deutlich in die Breite der Bevölkerung hineingewachsen. Und Frauen sind den Männern inzwischen deutlich voraus.

In digitalisierten Arbeitswelten kommt Bildung eine noch grösser Bedeutung zu als zuvor. Deswegen ist diese Entwicklung nicht nur erfreulich, sondern auch erfolgskritisch. Denn digitalisierte Arbeitswelten erfordern mehr eigenverantwortliches Handeln in und zusätzliche Kompetenzen – unter anderem – im Umgang mit digitalen Medien.

Bildquelle: Weissbuch Arbeiten 4.0 des Bundesministeriums für Arbeit und Soziales. Seite 31.

Datengrundlage: Statistisches Bundesamt der Bundesrepublik Deutschland.

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Die grösste Blockade ist oft in unserem Kopf, wenn es darum geht, das eigene Unternehmen in Richtung Digitalisierung und neue Arbeitswelten zu bringen. Ein internationale Capgemini-Studie zeigt, dass Kulturthemen als die Hauptblockade in Organisationen gesehen werden. Mit Kultur sind in diesem Fall die Denkweisen und Haltungen in Unternehmen und ihren MitarbeiterInnen gemeint.

Die Studie hat auch versucht, nationale Unterschiede aufzuzeigen. Die kann man aber vernachlässigen, da für die Sample-Grösse von knapp 2.000 TeilnehmerInnen, eine solche Differenzierung nicht belastbar hergibt. Interessant sind aber die Gesamtergebnisse der Studie. Und diese zeigen: Die Blockade ist in unseren Köpfen.

Hier gilt es anzusetzen und schrittweise, MitarbeiterInnen und Führungskräften zu ermöglichen, Altbewährtes neu zu denken und zu einem gewissen Teil loszulassen. Dieser Prozess kann strukturiert unterstützt und begleitet werden, wie zahlreiche Praxiserfahrungen von Unternehmen aller Industrien zeigen.

Die Studie selbst trägt den Titel “The Digital Culture Challenge:
Closing the Employee-Leadership Gap”. Und aus ihr stammt auch die oben gezeigte Grafik. Die Studie kann hier heruntergeladen werden:

https://www.capgemini-consulting.com/resources/the-digital-culture-challenge