Digital change requires a completely new understanding of leadership. For the Success one Company and its managers, 4 key factors will be decisive in the future. An overview.


What is the Ashridge Management Index?

Guide and management needs to care for that Future change – many experts agree on this. How well or badly are managers prepared for this? Objective our research is to examine the business environment and some of the key challenges and opportunities for Executives and leaders to better understand This involves views and attitudes on the following topics:

The main challenges for executives

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Our research has some good news - not least the upside Engagement of the Employees – as well as identified some challenges, e.g. B. how well organizations deal with change.

Key role: lead management and change

We asked respondents about the key issues theirs Opinions after for successful change are important. The well-planned design phase is mentioned, but many also comment on the need for adequate resources, more excellent Communication and good guidance, as one person said:

“Managers at all levels must first understand that one of their key roles is to manage and lead change.”

Simple and clear messages

The danger is that when managers don't show such leadership skills, employees will believe that change is less a business issue and more an optional 'nice to have'. Many of the 1.100 managers who took part in the Ashridge Management Index believe that simple and klare messages work best.

Even a process of change without a clearly defined beginning, middle and end is structureless and makes life difficult for all involved. Some organizations are good at starting up, but often have less clarity. We have also heard examples where too many change initiatives take place at the same time; a recipe for confusion.

How do good organizations work?

Overall, the results suggest a good environment in many organizations, including:

The key issues of the future

We believe that the implications of our findings identify some key issues that are important to all organizations and that are discussed in the remainder of this section. Some recommendations are also included.

However, more is needed to overcome the challenges Measures, some of which are mentioned below.

4 Key areas that make the difference

The four core areas highlighted in our survey results are issues that, in our opinion, are the difference between the organizations and organizations that regularly impress and outperform their competitors:

1. How well organizations design, develop and implement change initiatives

An important part of any change recipe is that managers have the ability to lead change.

2. Warm warmth leads to lukewarm change

In Significance of human questions – how Motivation, employee engagement and trust – and whether these are influenced by the Organization to be appreciated. For example, are people issues discussed in the same way as the seniorTeam Business and strategy issues?

The slogan “Our employees are our greatest Capital” isn't heard that often these days, but it captures what is at the heart of this issue – support the organization, the Training and the mentor the employees to achieve the best possible performance? Is there a culture that Things to Learn and valuing development and understanding the positive impact on financial results?

3. Quality of leadership within the organization

That also includes Ask of Organizational Trust – Top leaders carry a large part of the responsibility for creating a strong culture of trust within an organization and for creating a place where integrity and Respect are strong values. Although the level is usually high - just over half of respondents say there is a strong culture of trust in their organization - it means that there are a significant number of respondents who disagree. We asked respondents to tell us what is important in order to build trust, and their comments highlight a number of practical questions:

4. The role of the manager within the organization

Executives should be at the center of every organization and a key question is:

These well-known standard questions are often used to assess engagement and morality, but also provide a practical framework for assessing the working environment of managers. It is also useful to think about how it looks for managers working in a more negative environment.

They cannot count on the support of their boss who may be too busy or just not interested in their "problems". Some feel feeling overworked and undervalued, in “firefighting mode”, stressed out and under a lot of pressure every day. To others, it may seem as if they are at the bottom of the food chain—with little freedom, many orders, but limited or no information about the all-important big picture.

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