The executive in the digital age
Industry 4.0 is not a measurable goal like a company’s budget planning. For example, sales, earnings, costs, investments, personnel, etc. are defined for one year or even several. During this period, the figures can be used to determine whether you are achieving the targets or whether there are any deviations. With Industry 4.0, there are hardly any measurable variables. When employees ask me where we will stand on the topic of Industry 4.0 in 5 years, I answer: I can’t say. I declare that Industry 4.0 is a path we want to take and that I firmly believe it is the right thing to do for our company and our jobs. You can’t measure the future, and you can’t know it. You can shape the future yourself if you have conviction, faith and hope in what you are doing. That is why visions are important. They are not measurable quantities. However, they can give us the courage to break new ground and create success in the future.
Digital Leadership: What makes a good leader of tomorrow?
Digital transformation is changing traditional business models and familiar processes. How do you deal with these changes as a manager? What does a digital leader have to do to master one of the biggest challenges for companies, digitization? How do leadership skills need to be developed to plan and implement transformation?
7 tips on how best to tackle transformation processes
The future is approaching at breakneck speed. Agilization is therefore becoming increasingly urgent in traditional organizations. After all, the more cumbersome an organization, the more susceptible it is to overtaking. And groundbreaking news comes along every month today.
In times of exponential change, all business models are only temporary anyway. And remodeling is permanent. There are no blanket recipes for this. Rather, suitable procedures must be jointly developed, tested, adapted, further developed, and even discarded as quickly as possible if necessary. And above all, ambidextry.
5 challenges you should be aware of in Next Leadership.
What challenges are hidden behind sustainable leadership? What to look for in Next Leadership.
Playground or breakthrough?
… whatever the headline for the “new” skills, prerequisites, challenges or competencies of a management team, the ability to change is consistently cited as a fundamental characteristic. Leaders are needed to show our society and our companies the way into the new world of digitalization. But where do we stand today in this evolution towards agility, new work and collaboration on the one hand, and innovation, digitalization and artificial intelligence on the other?
What does agile leadership need?
The increasing flexibility of networks and interdisciplinary team structures require strong teamwork skills in leadership. Developing teams and providing a guardrail is not new territory in the field of leadership. But what is required much more today is increased empathy and sensitivity to different experiences, ways of acting, and ways of thinking.
Self-awareness instead of teaching concepts
Nowadays, the focus on one’s own person can no longer be achieved only through classic methods such as lectures, courses or books, but must take place in an experience-led manner.
Next Leadership means empowerment
In the debate about the right leadership style or method, the concept of transformational leadership has often been emphasized in recent years, which, in contrast to transactional leadership, relies more on inspiration, intellectual stimulation and individual care than on a classic reward system. Above all, it is about offering the employee orientation and meaning so that he or she is self-motivated to perform better.
Book: New Work – Between Next Work and Society 4.0
Between “Next Work” and Society 4.0 – Drivers, Paradigms, Solutions and Approach
5 obstacles of self-leadership and how you can overcome them
Self-leadership is a prerequisite for successful leadership – this realization has now reached the management floors. But what are the internal obstacles that leaders must overcome?