Surprisingly few books deal with the concrete Implementation of digitization in Companys, A selection, dedicated to the topic Change Management and Digital Transformation assumes

Your toolbox for the transformation called digitization

The books on the subject

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You have already dealt with the upcoming digitization, but you still lack a practical reference? You can get it in Roman Stöger's new book “Toolbox Digitization”. Now you can start.

If you are looking for answers on how digitalisation can be implemented by the management, you will find hardly any reading fodder. It is precisely this gap that Roman Stöger wants to close with his book.

Digitization is more than IT

The author's approach is not to praise the use of software for the umpteenth time. For him, digitization is nothing more than a transformation.

It takes place fast, but does not change the natural laws of economics. At the end of the day, there is also customer benefit in digitization.

Ability to achieve change

The key to successful digitization lies in the ability of the company to change. This is where the toolbox comes in. The first part is about getting started with digitization, the drafting of a scenario.

Stöger then provides information on how to develop your own agenda. What will be the mission statement, what customer benefit should the transformation offer? After that comes the challenge Organization to make productive, in the center.

Compact presentation for quick orientation

Discounts for your success (advertising)!

The chapters of the individual parts are always structured in the same way. First, the topic is explained using a Definition and introduced by concrete goals. This is followed by a description of the benefits for the company and how the implementation can take place. For better understanding and as a working aid, a model or a checklist included.

Anyone who has read enough introductions about digitization, and now want to know how to incorporate and implement them in the company, is reaching for this book. It is a reference book, source of inspiration and work aid.

How virtual teams are assembled and managed

More and more frequently, work teams no longer physically meet, but only meet in virtual space. This changes both the work in the Team itself, as well as the management task of the superiors. From Peter Ivanov comes a well-told and yet very instructive story about this new challenge!

In more and more companies, it is becoming a matter of course that in virtual teams People from different time zones and cultures meet to work together on projects from different locations.

The digitization and networking of our Working world make it possible. A phenomenon that team members and Executives faces special challenges.

Specialized book as a narrative

The reader does not expect a classic guide with many recipes, but he accompanies the contractor Bernd from Germany on the way to seize his business opportunity together with a virtual team.

Peter Ivanov pours his guide deliberately into the form of a well-written narrative.

Trust, communication, diversity

The book is divided into three major parts. First, the author describes how Trust between people who have not met in person before. But this is also about Set stake out for the team and the team members.

After that, things get a little more technical when it comes to that Communication in a team. It is important here to also create structures and processes for regular exchange. Finally, the author addresses the question of how cultural differences useful for the Projects let use.

Educational and vivid

authentic-and-these-two-values-liebermeister-transports-in-her-book-a-well-written-and-inspiring-provider-of-ideas-for-every-manager-in-today-a-good- new-book-on-the-topic-of-change-management-by-klaus-doppler-this time-the-expert-for-change-management-shows-how-to-initiate-and-change-processes-without-a-lot-of-theoretical-ballast above all-successfully-carries out a high practical benefit for everyone who has both feet in the middle of the change process. Avoiding mistakes in change management. Klaus Doppler is one of the recognized ones -experts-in-change-management-and-may-even-claim-to-have-only-introduced-this-term-into-management-since-before -The basic work on change management was written together with Christoph Lauterburg for 20 years and is a veritable jungle of advice and information on the topic -no-pure-basics-but-anyone-who-is-in-the-middle-of-a-change-process-needs-concrete-help-no-basics-and-this-is-precisely-where-the-new-book-by-Doppler-starts -he-shows-his-readers-the-sources-of-errors-that-he-experiences-again-and-again-in-practice-and-thus-he-lets-the-reader-immediately-inform-himself-richly -share a wealth of experience-lots of practical relevance-highly compressed-Doppler doesn't mince his words when he claims that consultants often only offer visions and concepts -but then-the-implementation-is-left-to-the-company-and-management. Doppler explains exactly what is important when it comes to changes. He also shows a lot of sensitivity towards them -sensitivities-of-employees-and-the-perseverance-of-the-organization-he-places-particular-importance-on-the-question-of-what-should-be-changed-first -conclusion-change-is-full-of-important-tips-and-hints-to-lead-changes-in-the-company-to-success-a-book-that-many-readers-don't-want -only-among-executives-and-managers-but-also-consultants-the-change-in-the-working-world-is-in-full-soucing-jobhoppers-and-digital-natives-which-are-in-the-next -years-on-the-job-market-pressure-for-managers-new-complex-requirements-human-resources-consultant-maren-lehky-describes-in-her-book-leadership-2-0-which-requirements-the -new-generation-of-employees-to-their-leaders-has-between-digital-natives-and-temporary-workers-how-do-I-deal-as-a-leader-with-low-paid-temporary-and-temporary-workers -how-do-I-regulate-dealing-with-email-and-internet-what-answers-do-I-have-to-the-requirements-of-digital-natives-for-a-workplace-what-does-it-mean-that-the-jobs-I-can-offer -anything but-for sure-are-questions-that-are-raised-by-the-rapid-social-and-economic-upheavals-of-the-recent-years-questions-to-which-there-are-hardly-any-answers-in-the-management-ranks -in-leadership-2-0-the-expert-maren-lehky-gets-to-the-bottom-of-these-questions-but-almost-more-important-is-that-she-asks-the-questions-at-all -represents-everything-remains-different-the-book-leadership-2-0-surprises-from-the-first-to-the-last-page-because-it-speaks-the-language-of-those-of -head-to-toe-in-the-day-to-day-of-leadership-and-maren-lehky-has-unfortunately-not-obviously-what-leadership-authors-are-intensively-concerned-with-social-upheavals -which has been mercilessly turning old certainties upside down for two decades - this is how she structures her excellent book along these upheavals, requiring more and more empathy -managers-have-to-deal-with-a-mixture-of-permanent-temporary-workers-and-temporary-workers-this-causes-conflict-and-demands-a-high-standard-from-managers -empathy-just think about the fact that in many companies the lower-paid temporary workers have to pay the full price in the canteen. Leadership also means this here -to-show-backbone-and-to-apply-for-different-contexts-digital-age-in-companies-because-the-digital-age-is-what-concerns-the-office-and-work-organization -it's-still-not-arrived-in-the-company-so-for-example-there-is-wild-growth-in-media-use-you-really-need-to-care-day-and-night-for-the-customers-and -being-available-to-the-boss-or-perplexity-in-dealing-with-the-distance-workplaces-how-do-I-control-and-motivate-employees-who-never-face-to-face-this-applies -recognize-the-new-conditions-and-use-them-creatively-because-the-digital-natives-are-storming-the-companies-and-with-it-a-generation-that-is-demanding-themselves -and-work-forms-fundamentally-differentiate-from-those-of-the-digital-immigrants-or-even-the-generation-of-baby-boomers-change-agents-instead-of-generals-lehky-shows-based-on-interesting-studies-the -differences-and-the-consequences-the-managers-have-to-draw-from-them-only-change-is-constant-today's-managers-therefore-on-the-one-hand-have-to-make-the-employees-fit-for -the-change-and-become-professional-change-agents-and-on-the-other-hand-are-able-to-cope-with-constantly-changing-teams-because-the-employees-are-no-longer-limited-to-that -formula-one-life-one-job-there-is-a-lot-to-do-so-that-valuable-company-knowledge-is-not-lost-with-every-employee-change-fine-antennas-instead-of-allways -on-and-ultimately-it-is-about-the-leadership-itself-because-the-more-confusing-the-field-the-easier-verlieren-executives-in-their-job-they-are-constantly-on-without-anything-to-move-and-bring-themselves-and-their-families-to-the-edge-of-the-abyss-well -the fact that maren lehky dedicates a separate chapter to the boss as a self-manager and what about the old management knowledge remains important, says maren But it's a matter of using even finer antennas to recognize what is appropriate and fits the employees' respective life situation and motivation -and-and-it-is-exactly-with-these-antennas-she-equips-leaders-in-this-book-to-conclude-use upheavals-as-opportunities-maren-lehky-steers-in-leadership-2-0-den -look-at-the-new-realities-managers-who-take-your-analyses-and-considerations-to-heart-will-see-that-the-upheavals-also-carry-opportunities-that-too-one -new-understanding-of-productive-work”> A lot is written and said about the digital change that is sweeping away business models and ours Society should change significantly. This book is not just a story. It also contains concrete tips and working aids as well as exciting interviews with experts.

“Powerteams without limits” is grippingly written and a modern and instructive guide on the topic of distributed (team) work.

Guide remains leadership of people

Digital transformation and disruption of business models across all channels. Also Guide and corporate cultures need to change – really? Even in times of digitization, management work is and remains relationship work. Says Barbara Liebermeister in her book: “Digital does not matter".

But different from those around us Technology we humans change in perception and behavior rather at a snail's pace. And that also has an impact on leadership in the age of digitization.

From Digital Natives and Digital Immigrants

In her book, Barbara Liebermeister is dedicated to a topic that has already been addressed by some authors.

The differences between Generation Y and their mostly older managers and colleagues. She focuses on digital immigrants. You deal with that Internet only learned in adulthood.

We are dealing with people!

Refreshingly written from the perspective of today's leadership Part of the day-to-day work of today's executives is undoubtedly giving employees instructions and information on digital ways .

Interacting directly with a machine often obscures the view that one has to deal with a person on the other side. The core of the book. Leadership has to do with people. Even in these times.

Ideas for the digital age

What the author is trying to make most readable is ideas and impulses for the modern everyday management to deliver in digitized companies. Your book is not a recipe book, but an inspiring companion in the Everyday life, which provides suggestions.

For example, how to manage your own authenticity in the digital identity on profile pages or in social media networks build up. Another example: She describes in a memorable way that engaging communication with employees only works on a personal level. Because people stay people.

How must modern leadership look like?

The modern leader is empathetic and authentic. She has no other at all Choice considering the many changes.

And these two values ​​are transported by Liebermeister in her book. A well-written and inspiring supplier of ideas for every leadership in today's world.

Avoid mistakes in change management

A good new book on change management by Klaus Doppler. This time the expert for change management shows how change processes can be initiated and, above all, carried out successfully without a lot of theoretical ballast. Great practical benefit for everyone who has both feet in the middle of the change process!

Klaus Doppler is one of the recognized experts in the field of change management and can even claim that he is Term introduced to management in the first place.

Since he wrote the basic work “Change Management” with Christoph Lauterburg over 20 years ago, a veritable jungle of advice and tips on the subject has appeared.

Concrete help, no pure basics!

But if you are in the middle of a process of change, you need concrete help, not one Basics.

And this is where the new book by Doppler begins. It reveals to its readers the sources of error that they experience in practice again and again. And so he lets the reader participate directly in his extensive experience treasure.

Much practical relevance - heavily compressed

Doppler does not mince words when he claims that consultants often enough only offer visions and concepts, but then leave the implementation to the company and management.

Doppler explains exactly what changes are all about. It also shows much sensitivity to the feelings of employees and the perseverance of the organization. He attaches particular importance to the fact that the question must first be answered, which should be changed at all.

“Change” is full of important tips and hints to make changes in the company successful. A book that you want a lot of readers, not only among executives and managers, but also consultants.

Between Digital Natives and Temporary Workers

The change in the world of work is in full swing: Ousoucing, job hoppers and digital natives, who will increasingly be entering the labor market in the coming years, will make new, complex demands on managers. Personnel consultant Maren Lehky describes in her book “Leadership 2.0”, which demands the new generation of employees has on their managers.

How do I deal with low paid lending and temporary workers as a leader? How do I handle the handling? eMail and internet? What answers do I have to the demands of digital natives on one Workplace? What does it mean that the jobs I can offer are anything but safe?

Everything remains different

Ask, which have been raised by the rapid social and economic upheavals of recent years. Questions to which there are hardly any answers in the management ranks. In “Leadership 2.0” the expert Maren Lehky gets to the bottom of these questions. But it is almost more important that she asks the questions at all.

The book "Leadership 2.0" surprises from the first to the last page. Because it speaks the language of those who are by Head stuck up to toe in everyday management.

Empathy required

And Maren Lehky, who unfortunately is not self-evident for leadership writers, has intensively dealt with the social upheavals that have turned old reluctant certainties upside down for two decades. Thus, she also divides her excellent book along these upheavals:

More and more executives are dealing with a mix of permanent employees, temporary workers and temporary workers. This brings conflict and requires a high degree of empathy from the executives.

Digital Age in Business? Are you kidding me? Are you serious when you say that!

Just think about the fact that in many companies the less paid temporary workers in the canteen have to pay full price. Here leadership also means showing your backbone and advocating for other conditions

The digital age is what the Office – and work organization is far from having reached companies. For example, there is uncontrolled growth in media use - you really have to spend day and night on it customers and Executive be available? Or helplessness in dealing with the Distance-Workplaces - how do I control and motivate employees who never meet face to face?

Change agents instead of generals

It is important to recognize the new conditions and use them creatively, because the “digital natives” are storming the companies. And thus a generation that differs fundamentally from those of the digital immigrants or even the generation of baby boomers in terms of their demands and forms of work.

Lehky's interesting studies show the differences and the consequences that executives have to draw from them. Only change is constant. Executives of today must therefore, on the one hand, make the employees fit for change and become professional change agents.

Fine antennas instead of Allways on

And on the other hand coping with constantly changing teams. Because even the employees are no longer limited to the formula “one life, one job”. So there is a lot to do so that valuable company knowledge is not lost with every employee change.

And finally, it's about the manager himself. Because the more confusing the field, the easier managers get lost in their jobs. They are constantly "on" without moving anything and bring themselves and their families to the edge of the abyss. It is good that Maren Lehky dedicates a separate chapter to the “boss as a self-manager”.

Use upheavals as opportunities

And what about the "old" leadership knowledge? Remains important, says Maren Lehky. But it is important to “use even finer antennas to identify what is appropriate and which suits the respective living situation and motivational situation of the employees”. And it is precisely with these antennas that she provides executives in this book.

In “Leadership 2.0” Maren Lehky directs attention to the new realities. Executives who take their analyzes and considerations to heart will see that the upheavals also offer opportunities that lead to a new understanding of productive work.


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