The specter of transformation failure is already doing the rounds. Although most managers are verbally in the Future, but in reality they still remain in yesterday. So that the necessary change does not drag on forever, six quick winsMeasures extremely helpful.
- What blocks traditional companies?
- Easy start with quick wins
- 6 Quick Wins for successful transformation
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What blocks traditional companies?
Groundbreaking new things are coming up on a monthly basis today. So traditional companies have to change and increase their pace clear. But you can't come up with new thoughts with old mindsets. And in yesterday's structures there are no business models for tomorrow.
Change will be expressed violently ("It's our turn, but it will take time!"), But in reality too little happens in real. This is also called verbal open-mindedness and simultaneous rigid behavior. Preserving the acquis is a huge issue. If efficiency goals are also pursued, courageous innovations have very bad cards.
Easy start with quick wins
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The scope of the necessary change measures also scares off many. You can be Company yes, not smashed to the foundations, completely renovated and then reopened with great fanfare. Instead, it needs transformation enclaves. For example, declare 20 percent of your Company to the experimental field.
Instead of getting bogged down in monstrous transformation projects, I recommend just starting in a corner to produce a few quick wins, i.e. quick success units. That makes Courage, to tackle the next, then already larger, renovation activities.
6 Quick Wins for successful transformation
In times of exponential change, all business models are only temporary anyway. And remodeling is permanent. There are no flat-rate recipes. Rather, suitable procedures must be developed, tested, adapted, further developed and, if necessary, discarded again.
Of course, I'm aware that - strategically speaking - a company-wide Transformation must go hand in hand with a redesign of the corporate organization. This is also dealt with in detail in “Fit for the Next Economy”. But it's best to start with these six points for a quick start.
1. Work together on your corporate culture
The corporate culture determines the way we work together. Essential here: everyone Employees are part of the system and therefore work directly on the corporate culture. Objective is that everything that poisons a company's atmosphere disappears as quickly as possible, and with it a human and at the same time positive mood can take hold.
Then low-hierarchy approaches are to be tackled. The purely instruction-oriented leadership must disappear as soon as possible, self-organized team structures must take its place. Openness for fresh thoughts from the ranks of the young generation is particularly welcome, because they make a company fit for the future.
2. Get the best young talents on board
“Young people are getting increasingly bad at our Working world integrate,” managers often whine to me. "But we'll drive that out of them." Exactly and the will not work. Of course, ambitious millennials are badly penned in an antiquated world of work, why should they? Above all, it takes a good start to secure the best talents.
Therefore, start quickly, a candidate journey, i.e. a prototypical “journey” through an applicant-oriented Recruiting-Process to develop. Many touchpoints, the interaction points with the Candidates, must be modernized, optimized and freed from bureaucratic standard processes. Again, representatives of the young generation are first Choiceto help you with this.
3. Introduce a reverse mentoring program
The millennials are in their element when it comes to digital achievements, the latest technological trends, the younger generation's buying behavior and contemporary working conditions. This is how reverse mentoring reverses the roles of classic mentoring: the junior coaches the senior in the subject areas that “young” can do better than “old”.
The primary goal is to increase digital fitness in the company, to adapt old-fashioned communication and working methods to the requirements of the digital era, and to attract older colleagues and Executives familiarize themselves with the world of millennials. A good match between mentor and mentee is extremely important so that the whole thing runs smoothly. Overall, reverse mentoring is an excellent tool to encourage a learner Organization build up.
4. Implement a “Minus50” program
In addition to a lack of innovation, it is above all a huge bureaucratic and administrative apparatus that increasingly prevents conventional companies from acting agile. Here is the fastest move something.
- Direct the first employees tomorrow to identify and reduce obstructive, demotivating and revenue-destroying rules, standards and procedures.
- Or organize a “Kill-a-stupid-rule” workshop on a large scale to eliminate everything unnecessary as quickly as possible and replace it with better, simpler, more modern approaches.
Completely without structures and Regulate Of course it's not possible, for that reason alone plus/minus 50 is a reasonable target number. Crucial tips can come from both experienced and committed young employees.
5. Cross-functionally install a digital stormtroop
The current discussion on where digitization should be located remains in the Silodeke, and that is a serious mistake.
- Instead, under the direction of a Chief Digital Officer, install a digital task force that interdepartmentally acts as an internal challenger.
- Become familiar with new work tools such as Design Thinking, Scrum and Kanban.
- Also host hackathons: This hack and marathon vocabulary means the concentrated joint solution of (digital) tasks in a given period of time.
6. Organize a “Disrupt-me” workshop
This measure is about self-disruption: "What will be replaced next and disappear" is the crucial question. If you think you're invulnerable, you've already lost. So use good times to keep them good. Before being attacked, you had better attack yourself, at least as a theoretical one exercise. This way you can find your weak spots before others do.
The actual step to self-disruption can be a crucial foundation for opening up future business opportunities. In the process, targeted products are placed on the market that can compete with existing products. Especially the great pioneers of the global digital economy are constantly dealing with this topic so as not to be disrupted by even younger, better attackers.
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