Together with Boehringer Ingelheim Regional Center Vienna (BI RCV), part of one of the world’s leading pharmaceutical companies, we designed a Leadership Learning Landscape to empower BI RCV leaders to successfully meet the challenges of today and tomorrow.
Next Talent management as an opportunity for companies in a shortage of skilled workers and how it differs from traditional talent management.
Experienced GmbH managing directors like to rely on their knowledge of human nature when selecting suitable candidates. However, anyone who relies solely on likeability, gut feeling and biographical key points when making personnel decisions will not receive a valid statement about how successfully a candidate will fill the new position. How can modern personnel diagnostics help to identify talents, record competencies and potentials and secure personnel decisions?
In his latest study, Guido Bosbach examines how burdens can be reduced, how system conflicts can be resolved, and how a human-centered management system can enable a better new start after the pandemic. For this purpose, 93 companies were surveyed online between mid-December 2020 and the end of February 2021. We highlight the key findings and recommendations for action in our “Study of the Month” section.
Virtual teams are becoming increasingly popular, and not just since the restrictions enforced by COVID-19. But are virtual teams also efficient? What makes them efficient? The answer to this question begins with the key to successful cooperation: trust.
So, why exactly do we need trust in virtual teams? In our series of articles, we show you 5 success factors why trust is the key to effective collaboration.
Together with the Stuttgart Stock Exchange, we focused on the transformation of the entire management culture and worked on the further development of the management culture in a two-year change process.
Crises usually reveal how sustainable motivation, cohesion, flexibility, customer orientation, creativity, etc. are or are not present in a culture. A crisis also reveals the need for change, which is often ignored in good times. “The good has always been the enemy of the better,” Voltaire already knew in the 18th century. Now, however, all entrepreneurs, decision-makers and responsible persons in the organizations have been shaken up.
What does the future of organizations and work environments look like? Is the current Corona crisis an inhibiting or driving factor for the issues of leadership and structure? What will it be like, the Next Normal?
These are the questions that the current study “The Next Normal – Perspectives on the Future of Organizing”, which was produced in cooperation between the organizational consultancy Metaplan and Haufe, attempts to get to the bottom of. It is based on 100 qualitative expert interviews with managers from the DACH region.
Whether we talk about new work, digitization or digital transformation, one thing is clear: the world of work is undergoing fundamental change and “work” is on its way to the next stage of evolution. Digitization is possibly the strongest driver, because it changes everything: the way we work, live, communicate, lead. The way to acquire, pass on and expand knowledge, to obtain and share information. The way to consume, buy and share. The changes in the world of work will be drastic: Services and products may change completely, work will no longer be a place where you go, and tasks, working methods, working hours and places will change. Tasks will be completely eliminated, but new ones will be added that we cannot yet name. If companies are prepared to deal with change at an early stage, it holds great opportunities: to position themselves for the future, to remain or become innovation leaders and an attractive employer, and to design “work” in such a way that a balance is created between the requirements of the company and those of its employees.
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.