Inspired by a questionnaire of Johannes Ceh here some thoughts about Transformation of organizations in the digital age:
Transforming Systems means fighting a strong immune system:
Transformation starts for me with questioning the Orgnaizations stabilizing factors.
Our organizations developed an immune system to protect themselves form uncertainty, complexity, creativity and „disruptive change“ – to deliver stability, quality, predictability, reliability, to be able to manage the input and control the output.
Continuous improvement is ok and lean efficiency is the goal to create revenue.
Rules, Roles, Processes and Tools are part of this protection system.
So it’s not people doing something wrong, we have just setup frame conditions, which make them protect their functions, sustain their roles and even fight for their place in the big picture.
Sometimes it feels like living on a different planet. For some people all the innovation, technology and (digital) options feel very disruptive, the future completely unclear, even frightening. Others can’t wait to get the next update…
If change feels like a revolution – re-think your priorities!
Electric cars, Wearables, Bitcoins, Virtual Reality… what a Buzzword bingo, but hey, there is nothing revolutionary or disruptive:
There have been electric cars 20 years before Ford or Daimler invented combustion engines, Virtual Reality came up in the 1970’s. I bought my first PDA (what we call Smartphone today) 1997 – the same year I started Video-conferencing too.
Immer noch keine einfache Antwort auf eine so einfache Frage?
Click here for this article in Englisch Language on LinkedIn
Ich war heute in einer internen Konferenz auf diese simple Frage sprachlos… jetzt auf der „Heimfahrt“ versuche ich ein paar Gedanken dazu zu sammeln – aber vielleicht ist da draußen jemand, der diese Antwort schon hat?
Was bringt mir (Führungskraft) die Nutzung von ESN (Enterprise Social Networks) also Organisations-interne Soziale Netzwerk Plattformen?
Es mag blamabel klingen, für jemanden, der sich seit mehr als 10 Jahren mit diesem Thema intensivst befasst, aber ich konnte und kann es nicht in einem Satz erklären. Könnt Ihr das?
UPDATE: nach der großartigen Resonanz in den Sozialen Netzen habe ich den ersten Schwung "Sätze" an den Ende des Blogposts gestellt - bereits 60!
Within the last two and a half years, we set the basis for a massive transformation at Continental. We re-designed learning, communication, change and support – as well as methods, tools and most of all the „attitude“ or mindset behind it. We built divers global networks with about 5000 People, created new roles to deal with constant changes coming from the cloud based software as a service setup.
About 25 tools, more than a dozend learning options, our own artificial intelligence social bot, a trust based manifest with our works council and many many other highlights are the results of two years of experimenting with leadership, culture techniques, technology, various forms of networks, decentral – crossfunctional teams and respect for humans at the first place.
„Planning for a future of constant change“ – has been the title of our panel at the Enterprise Connect Summit in Orlando, USA 2019. Interesting experience to be invited to this IT focused conference with our adoption experience.
There are great tools out there and digitalization makes big progress in terms of communication and collaboration infrastructure, software, hardware and services. The most heard missing piece is „how do we get people to actually use it, change their behavior… drive adoption?“ I am quite happy, that we have good answers at Continental.
If you like, you can watch the recording of our panel discussion now on YouTube:
Some thoughts about various Organizational forms and some attributes – not to be seen as good/bad or old/new but to reference which organization is the best for what goal and which tools, what culture is needed to achieve it, plus a people view.
UPDATE!!!The power of diverse networks: Just 2 days after publishing my „draft“, I received 3 beautiful new versions of my notes – even in German and English from Andrea Hauch (see comments). As she needed it for herself, she asked if she could re-use it, which I of course agreed to. Now we all (at least the ones who appreciate this) can say a big thank to her for this awesome translation and upgrade. You can also download it below and us it „alike“ – not for earning money and with mentioning the authors: harald-schirmer.de and Andrea Hauch(mehr …)
VUCA = Volatility, Uncertainty, Complexity, Ambiguity … this term is used since some years to describe the challenges of the digital age. In my view this is used today in many negative ways: Creating fear, as an excuse, as a dogma and to separate people in „digital“ and analog sections. Of course there are many challenges in this „new world“ of connectedness, but as we know from any changes in the past – we will find ways to deal with them.
But there are also people, who do not only want to „deal“ with problems, but creating real improvements for people. Not driven by technological possibilities, but human needs, a positive mindset and the aim to make our world a better place.
I meet so many of such great people, who want to contribute in many different ways. They are intrinsically motivated, passionate, creative, often fear-less and very resilient. As I am a big believer of „words generate reality“ I try to find terms, which either already express what people do (like GUIDEs), try to „reload“ existing terms with new meaning or I create new ones, which make people think, creating doubts (if their understanding is the only one) or at least make people talk about the topic behind. Not in a destructive but engaging, inspiring way, I would love to have a discussion about
„How do we want to design the VUCA world?“
(not suffering from it)
Want to be part of this and „rock“ VUCA together ?
Call for ideas!
How do YOU personally ROCK VUCA?
write a blogpost, Twitter, LinkedIn…. and tag your post with #VUCArockers