Disruptive management: Companies need new structures!

Sascha Lobo called it platform capitalism, Karl-Heinz Land digital darwinism and Angela Merkel Industry 4.0. Regardless of which business concepts the Future one speaks: The upheaval of whole Industries is in full swing. But who is on the way to the thoroughly digitized new Welt wants to do, must first ensure the right framework conditions.

Without humanity, we would be only machines

First of all: The digitization that everyone is talking about poses a great danger: that wherever technocrats are in charge and data govern, humanity is left behind. "A naive technology glorification without a human orientation and without social responsibility is misleading," warns management thinker Winfried Felser.

Digital many things are already feasible today, but feasibility must never be above humanity. In addition, the digital orientation also requires innovations in the way we manage and lead. HR 4.0 and New Work are the key words. Disruptive leadership models are needed for this. But for these to take effect at all, the internal infrastructure must first change.

Organization in the age of digital transformation

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The core question, which the carpet must now set aside, is as follows: "How to organize we Our Companys in the digital age Transformation? " This first requires a transformation into a more agile state. That means everything that makes an organization slow has to go. And everything she fast makes, must come. In order to be able to do that, it has to be vehemently rebuilt. Management as we know it is coming to an end.

Exponential developments can not develop in linear organizational models. Rigid processes are unlikely if fluid agility is urgently needed. And central control does not work in complex systems. Self-organizing structures are much better suited to that.

The internal brake pads on the way to the future

Almost everywhere, Alpharearchy is still regulated and governed. And while the world is changing irreversibly, you indulge in the company with common procedures and spent rituals from the deep last century precious time: makes banter, Top-down formations, silodenke, planning games and budgeting examinations prevent any necessary progress.

The companies are trapped in their own systems. And they will not fail in the market, but in their structures.

Because classic management formations spend most of their time organizing themselves instead of taking care of themselves Shop and the customers take care of. Process obsession, goal fetishism and cramped sets of rules are a huge one Money-, time and motivation destruction machinery that soon no one will be able to afford anymore.

Ruling do not appeal to palace revolution

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Everything screams change, but the inertia tendencies in the management floors are colossal. Status, power and Control It's also damn hard to give up.

It equals a loss of identity. Possession of property is therefore a huge issue. Through an inflated measurement and control bureaucracy, many managers even ensure their very existence.

Repeat victorious battles

"Men want to repeat battles in which they were victorious," warns the literatureprofessorin Gertrud Höhler. “And the longer the success story, the more autistic one becomes,” adds Reinhard K. Sprenger.

"Innovation is the hardest decision for a CEO because it disrupts the company's operations," warns Maurice Levy, Executive the Publicis group. Nicht being innovative is better in most organizations Choice. But those who dare nothing in these new times are guaranteed to fail. Because the rules of the game will never be the same again.

Step on the way to the future

Can traditional organizations even be reformed? In any case, a little whitewash is not enough. And the leap from a classic pyramid organization to a network company has to happen in a hurry. Even before technological innovations, management innovations are needed first of all. This must be wanted from "above" on three levels:

1. At the level of the organization: This is about the appropriate conversion of the company to make it fit for our new business world. First change yours organization chart, Replace silo structures and their associated chains of command with collaborative structures. The illustration shows an example organization chart in which everyone works in a networked and open way with everyone to serve the interests of the customer - not his boss.
2. At the level of leadership: The instruction-oriented leadership and a related obedience culture as well as fixed job descriptions and pre-marked career paths are passé. Favor changing leadership roles in the form of process and project managers as well as specialist careers who are equated with leadership careers. Leaders are needed moderators, facilitators and catalysts.
3. At the level of the employees: Mobilize the self-directed forces of empowered teams. Activate the “wisdom of the many” and create playing fields of will and need - across all departmental boundaries. "Guardrails instead of handcuffs" and "Courage to try" are the motto. "Disagree with your boss" is a must. In addition, top results can only unfold in a “laughing” corporate culture in which everyone feels comfortable.

This lays the foundation that makes a company fit for the future. Digitization in all areas of the company is then the next step. In the end, however, it is not an obsession with technology, but an obsession for customers and their concerns that is common Objective.

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