Jan Weilbacher, Editor in Chief asked me to write about this in his famous magazine „ChangeManagement„. This time I wanted to provide the story in a little bit different format – innvoation, story telling, as clear as possible. Why? As I see so many buzzwordy articles sharing the same old high level „not so new predictions“, I wanted to give a very concrete inside, on how we actually work since decades – at least since 2005.
This is a visual summary created in dialog with various AI tools – knowing such an infographic again, can only show high level buzzwords. But hey be curious and read the article, once it is released – I will share it – just subscribe to my newsletter
As a little preview, here is my first chapter into the article (changes might come and it will be in german language)
It’s just past seven when Katrin opens her laptop – she starts her day with an inspiring “learning breakfast.” The ingredients are external insights from her professional network of experts both inside and outside her professional bubble. During these first 20 minutes of the day, she stays informed about all the innovative, critical, and relevant topics – automatically filtered through her connections and the hashtags she follows. She likes, comments on, and/or shares posts that are particularly relevant to her. In this way, she continuously builds and expands her digital reputation online.
This process then repeats itself every day on the internal Enterprise Social Network (ESN) – a positive way to start the day. A colleague from Singapore has responded to the open-ended question she posted yesterday, and a team from Brazil has shared an update that unexpectedly advances her own project
She responds, adds her insights, and connects two people who don’t yet know each other but are working on the same problem.
Then their first meeting begins – and it starts with a question for her team: “What do you need right now, in particular, to be effective?” In the afternoon, an important decision is made right where the expertise lies: within the team itself, without approval loops spanning three levels.
Katrin doesn’t need to know everything.
She ensures that knowledge can flow freely;
she is the leader who sets the example by doing exactly that.
Her colleague Daniel, an engineer in R&D, is focused on solving a technical problem. Late in the morning, he shares his progress, a tricky question, and his doubts about the standard procedure on the internal ESN. Not because anyone is asking him to, but because he has seen what happens next: A colleague from a completely different role shares her experience, saving him days of searching – and, in return, incorporates one of his approaches into her own project. Learning from and with one another, in both directions.
A team project for the new service platform is due to be completed; the manager has posted a short video message along with the status blog post (there are no longer any meetings for this) to give her text the necessary personal touch. Daniel does his part – just like the others on the team, working on a staggered schedule and from anywhere, using short chats and, when necessary, video calls – so he can make an impact with well-thought-out contributions rather than spontaneous comments during meetings.
Nothing about this day is science fiction.
Each of these ways of working has been practiced for many years in adaptable organizations. In the following, we will take a closer look at the necessary framework conditions, which are particularly important for new business models.
stay tuned for the magazine to come out…
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