Future Work: „So funktioniert der Wandel auch im Konzern“ war das Thema zusammen mit der Energie-geladenen Chérine De Bruijn in Ihrem Podcast der Episode #52 „MUT ZUR PERSÖNLICHKEIT“.
Den Podcast gibt es sowohl als Audio und Video Version. In diesem Post wieder einige Ausschnitte, kurze Videos und natürlich alle relevanten Links.
Chérine De Bruijn ist eine großartige Powerfrau, die während Corona für die Menschen gesungen hat, die Organisationen entwickelt, super professionelles Marketing beherrscht und einfach ein toller Mensch ist, dem ich wärmstens empfehlen kann, zu folgen!
Neben dem Podcast hat sie zahlreiches Material, Links und Kanäle vorbereitet – was für ein Service – vielen Dank Chérine!
Worum geht es? Ein bisschen Lebenslauf, ein wenig Hintergrund und wieder ganz konkrete Möglichkeiten, wie wir gestalterisch eingreifen können. Systeme hacken, Gestaltungs- und Freiräume schaffen, Transformation vorleben. Wie gehen wir mit Angst um, wie werden wir persönlich mutig, um wirksam zu werden, wie können wir das gemeinsam tun?
Isn’t it funny: people keep telling me, they have „no time“ to learn or do „cool stuff“, because they are so busy with their work. In this article, I want to show another example where many people in HR, Controlling, IT and many other functions can save enormous amount of time! Let’s check this aspect of the Digital Transformation and what WE can gain from it.
Let’s talk about REPORTING!
Management just loves numbers, traffic lights or graphs showing where we are and what might come next. Before any project, investment, or just on a regular basis, there are thousands and thousands of people creating reports to satisfy this need to reduce risks, provide a planning base or justify investments.
I had to do quality reporting in our electronic development for years back in the 90’s – and even back than,
the manual reporting process felt „dis-respectful“ to a intelligent life-form.
Wow, what an awesome visualization the Keen Folks put together here – but the content is even more amazing.
Learning from thought leaders across the industries has always been a great inspiration to me. For the second time now I have been invited to contribute myself some experience and thoughts to this collection of insights:
TheKeenFolks in collaboration with Marketing Expert Johannes Ceh (OurJobToBeDone) asked 14 thought leaders on how to remake business processes to become more efficient and profitable. It’s all about digital transformation.
I am honored to be part of this inspiring group of transformers in their businesses. Now you can download the summary with tips and thoughts about how to bridge the digital gab, how to transform your organization, based on their experience.
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:
todays technology is around for quite a long time!
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.
Der Podcast digiTALK – Digitale Transformation für Entscheider hat sich zur Aufgabe gemacht herauszufinden, was genau “Digitale Transformation” oder auch “Digitalisierung” in der heutigen Zeit eigentlich bedeutet. Dazu gibt es bereits 22 Folgen um diese Fragen aus unterschiedlichen Perspektiven – und immer mit verschiedenen Gesprächspartnern zu entdecken.
Dr. Jenny Meyer hat mich in der aktuellen und nächsten Folge zu meinem „Werdegang“, den GUIDEs, Enterprise Social Networking und auch persönlich nach meinen Antreibern und der notwendigen Energie befragt.
Organisationale Veränderungen im globalen Kontext scheitern zu 75%. Daran wollen wir etwas ändern. Wir wollen unsere Kollegen ins digitale Zeitalter begleiten. „Leading Change“ statt nur „Change Management“.
In einer Präsentation auf Slideshare teile ich einen ersten Status unserer Aktionen und wie wir diese Transformation umsetzen: (mehr …)
We are educating about 1.000 colleagues to become GUIDEs for our current (digital) Transformation project.
2012, when we started the first GUIDE network to implement Enterprise Social Media, it took us quite some effort to build trust for this new role and find about 400 colleagues worldwide. Seems like the reputation is still echoing… this time with an updated concept, we have more than 2.000 nominees already.
Two weeks ago, we started our first of 15 regional GUIDE education camps – 5 days each.
For many it is still a challenge, not to just learn tools, but soft skills, change methods and all about networking, WOL and values based collaboration. (mehr …)
Was für ein Jahr! Vor einiger Zeit hatten wir den ersten Versuch gemacht, mit einem Netzwerk einen der prominenten Awards zu gewinnen. Beim PersonalWirtschaftsAward hat es nur knapp nicht gereicht. Jetzt hat das Working Out Loud – cross Organisationale Team erstmalig in der Geschichte als NETZWERK diesen Award gewonnen. Jenseits von Projektstrukturen, Budget, Meilensteinen oder Sponsoren hat die GraswurzelInitiative die Türe geöffnet für das digitale Zeitalter „beyond Command & Control“.
Bei Björn Negelmann und seinem Konferenzteam kann man nicht viel falsch machen. Der „Digital Workplace“ in all seinen Facetten war Thema und besonders beeindruckte die digitale Reise von ArccorHotels.
Was für ein großartiges Event, welch eine offene und konstruktive Atmosphäre, was für ein Aufgebot an Speakern, Themen und Möglichkeiten zum Austausch rund um „das Netz“. Besonders gefallen hat mir natürlich der Titel „Love out loud“, der eine positive Gegenbewegung zum verbreiteten NegativeVerhalten im Netz initiiert.
Ich war eingeladen mich beim IBM HR Festival an der Podiumsdiskussion zu beteiligen, habe John Stepper bei seinem Mini WOL Circle erlebt und im Anschluss zu einen spannenden Austausch zum Thema Transform Out Loud beigetragen.
Hier die Links und Videos zum „Nachschauen“ wer Interesse hat: (mehr …)
What an honor! Jon Ingham(British HR Consultant) (LinkedIn / Twitter), Organization Strategist (website) is about to publish a new book, which adds „social and digital“ to our organizational thinking. He gave me the great opportunity to read it upfront and despite having very little time for additional extra projects, this caught my attention very fast.
We see more and more books coming out form all kind of authors – evangelists, regular authors making money, just a few people actually being in the process of re-organization (they are typically quite busy right now 😉Jon’s book is different. (mehr …)
Organizations are so strange. Everyone wants the high potentials, the best employees on the market. But once they are hired, they are often put into the „leader“ (think, involve, solution) and the „employee“ (work, follow, problem) drawer.
So employees are not being asked or involved in decision making or planning. That might sound black and white, but ask yourself:
Who is asked in your organization, once a decision is needed? Leaders or Employees
I am happy to share with you the results of one of my recent projects at Continental on my future work mission – the Flexibility Engagement Campaign – For people, with people.
Click below to read the full story with additional videos, results and summary presentation:
A big part of the Digital Transformation is the role of our leaders.
At conferences, magazines and the internet we can read every day, that leaders have to change. I have a slightly different perspective on that. It sees whenever something new comes up, we are talking about „change“ as if there is a magic method to get from present to future state.
In my eyes most of the time it would be more valuable to take a closer look, what are the new demands and how to educate ourselves to become familiar and professional about it.
For a conference, where I was asked to share my personal view on „Digital Leadership“ (as I was recognized with a „Digital Leader award„). (mehr …)
Interview with Harald Schirmer (Continental AG) on the Role of HR in the Digital Transformation:
German Graduate School: Harald Schirmer is one of five leading HR practice partners in our online course „Human Resource Mangement in the Digital Age“. Starting October 3rd.
If you want to change a self-stabilizing system (like hierarchy) it takes various actions, great teams, endurance and multiple levels to create impact. Next to my work at Continental AG, various keynotes, articles, mentoring, blogging, interviews, podcasts, role modeling, discussions… education is also a great way to ensure not only todays world evolves, but future generations will learn about different ways of working – or at least sharing experience and showing them „it could be different too“.
Dr. David Wagner and the GGS(German Graduate School)offers a modern format education program (guided and well structured MOOC) for Human Resource Management in the Digital Age
I had the opportunity to contribute from our practical experience. The „special“ about it: (mehr …)
Alle reden davon, kein Magazin, keine Konferenz oder Business-Gespräch ohne das über die „neue“ Führung gesprochen wird. Auf Augenhöhe soll nicht mehr gemanaged sondern vertrauensvoll geführt werden. Nicht mehr Chef sein, sondern Befähiger, Wegbereiter, Steine-aus-dem-Weg-Räumer, Coach werden. Damit in der komplexen Welt (mehr …)
My Topics will be Digital Transformation, Co-Creation, Working Out Loud, CoachNet, Networks, Leadership, Digital Maturity and of course the role of HR.
What I specially like about this event is their advanced digital organization, via a modern web based platform (delegate portal) to setup meetings and connections in advance, to comfortably get all the needed details – paired with a very personal and friendly service. Absolutely professional and innovative – so I am curious if this positive impression will meet my further expectations.
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We are educating about 1.000 colleagues to become GUIDEs for our current 
Organizations are so strange. Everyone wants the high potentials, the best employees on the market. But once they are hired, they are often put into the „leader“ 
If you want to change a self-stabilizing system 
