digital leadership Archive - Page 3 of 5

Digital leadership 21. March 2021

Agile leadership in digital transformation

To manage “Means in English” handle “, but also ” accomplish ” and ” conduct “. Agile leadership starts exactly at this point and defines the agile manager. Especially in times of digital transformation, it is important to lead employees accordingly “digitally”. But how does it work and what approaches are there? Agile leadership is often referred to as digital leadership. One Article on digital leadership is already on my blog. Agile leadership is behavior I found a great approach in the book by Gloger and Rößner. According to the authors, so-called “stars” are to be formed in the organization. These stars should “lead themselves” while managers should establish a “culture of success”. The author also includes a “culture of failure” and “allowing mistakes” to be part of this. The company is also characterized by a voluntary structure. That means everyone is voluntarily in the company and also gets involved…

Agile organization 21. March 2021

Democratic Corporations – Is That Realistic?

Democratic companies? Several non-academic articles contain sentences such as: “Bye dictator”, “No more hierarchy” and “Democratic structures enter companies”. What you mean by that seems to be obvious: Employees are increasingly allowed to have a say in companies and now the first ideas are loud like: “Let’s choose the managers ourselves”. But let’s start from the beginning. I first went looking for literature in academic databases and found many empirical studies that democracy works very well, especially in the non-profit sector. Then I talked to some clubs I knew and noticed that these studies seem to be largely correct. The academic journal articles call for an empirical test in companies as well. The authors Sattelberger et al. with her book on “Democratic Enterprises”. Democracy in companies apparently offers another approach to a sustainable company alongside Sociocracy and Holocracy . How realistic is democracy in companies? The authors of the book…

Digital change 21. March 2021

Complexity in management, agility and digital transformation

Management complexity has been around since digital transformation brought back into focus. How can companies deal with the increasing complexity and dynamism of markets? How can modern leadership and structure be established in companies and how can we reduce complexity with the help of special methods. According to the author Niels Pfläging, corporate structures should be just as lively as markets. But what does he mean exactly and how is complexity reduced in practice? Why is there complexity in management Why did it get so complex? What were the triggers and why wasn’t it like that “earlier”? For this I found the picture above. It seems that this dynamic has only slowly increased since 1970 and has peaked again in the past few years. The reasons for the high density and the increase in competition appear understandable. In addition, many authors mention the digital transformation, Industry 4.0 and Big data…

Agile organization 21. March 2021

Management Y and sociocracy

More quickly! More quickly! More quickly! The world is turning faster and faster. Doesn’t that seem like that to you too? More and more projects and emails have to be processed every day and all of this in parallel. According to many authors, there is a clear problem here between external and internal requirements of the company. According to Brandes et al. the concept of sociocracy. What this means, I already have in explained another article. From this framework, the authors Brandes et al. the framework “Management Y”. More humanity in management According to the authors, successful organizations display a mature and humane culture. A paradigm shift from management X to management Y is taking place. Management Y serves the employee. People are not lazy, they are ready to make good contributions to something big. Living Management Y fundamentally changes our image of man from authority to serving management. Brandes…

Agile organization 21. March 2021

Agile scaling in companies

Agile scaling in the company – but how? Since the introduction of agility, we have been trying to scale it. The first step towards agile scaling was taken with Scrum of Scrums. Subsequently, a large number of agile evangelists began to think about solutions for a company-wide scaling of Scrum and wrote very exciting books and approaches from 2010 to 2016. LESS, DAD, SAFe? Is it all just marketing? It all started with the SAFe Framework by Leffingwell (2010). The magazines reported about this framework as being very bureaucratic and inflexible. Leffingwell has greatly improved this framework to date and releases new versions every year. More information is available in his new book . IBM then wanted to scale agility and, with Ambler and Lines in 2012, created Disciplined Agile Delivery, a collection of many best practices that were introduced in 2012 have been published as a book . In…

Agile departments 21. March 2021

Agile controlling, scrum and beyond budgeting

The Gabler Wirtschaftslexikon defines controlling as: “… sub-area of the corporate management system, the main task of which is the planning, management and control of all corporate areas.” In the context of an agile company, however, controlling has to reinvent itself to a certain extent. In this article, I would like to give a small preview of which approaches already exist and which questions still need to be clarified in the future. Role of controlling The presentation by Roman et al. (2014, p. 47) clarifies the new role of the agile Controlling. The discipline no longer acts in isolation as a single unit, but acts closely with management. This means that agile controlling in modern, agile companies is not only responsible for precise, customer-oriented reports, but also takes on coordination, moderation and decision-making role that is more oriented towards traditional management than before. Boundaries are softening and the different roles…

Agile departments 21. March 2021

Agile controlling, scrum and beyond budgeting

The Gabler Wirtschaftslexikon defines controlling as: “… sub-area of the corporate management system, the main task of which is the planning, management and control of all corporate areas.” In the context of an agile company, however, controlling has to reinvent itself to a certain extent. In this article, I would like to give a small preview of which approaches already exist and which questions still need to be clarified in the future. Role of controlling The presentation by Roman et al. (2014, p. 47) clarifies the new role of the agile Controlling. The discipline no longer acts in isolation as a single unit, but acts closely with management. This means that agile controlling in modern, agile companies is not only responsible for precise, customer-oriented reports, but also takes on coordination, moderation and decision-making role that is more oriented towards traditional management than before. Boundaries are softening and the different roles…

Digital leadership 21. March 2021

Leadership in agile companies is more agile

We are now an “agile company” and we want to lead in a more agile manner! One hears this sentence very often from German managers. As Nowotny says in his book “agile companies – only what moves can improve”: We conjure up the spirit of Silicon Valley and break up the gray layers of clay in the company. A rethink should take place, away from philistinism. Everyone should get involved and the “German fear” should be taken away. But why are we doing this and are we doing the right thing at all? Companies move, because only what moves can change or what do you mean? Apparently this thesis is correct, because former startups such as Tesla, Amazon and Apple, which are now global corporations, make established corporations such as Daimler, VW, DHL and Rolex sweat (Nowotny 2016, p. 23ff). A vehicle development in just three hundred and sixty days…

Agile organization 21. March 2021

Agile companies and holocracy

Agility is now more than just a phenomenon in IT. Agility has long established itself outside of IT, in some cases even throughout the company. The first IT service providers are trying to present themselves as agile companies and are introducing a concept called “holocracy” in the course of this. But what exactly is it all about? As part of the research too Agility in companies, I deal with holocracy as one of the Frameworks for agility. In this article, I would like to describe the principle and its relevance for agility in more detail. The agile company In principle, the agile company is a company that has committed itself to striving to adhere to the agile principles. In terms of research, it is also a company that is agile outside of IT. An overview of agile departments see another article on my blog. However, agility is not yet precisely…

Agile departments 21. March 2021

Agile Finance and Agile FinTech

Almost every German has a bank account. In the meantime, you can “almost” even (almost) delete it, since even homeless people are no longer allowed to open a basic current account by law. The reason is obvious: without a current account, we are not part of this society. Rent, taxes, credits – cash is nothing today. Anyone who carries large amounts of cash is either a drug dealer or an arms dealer, or maybe some red light boss. Of course, this claim is not true, but it is already clear: the bank account and its deposit money have already won the crusade! In the digital age, however, the good old checking account and the general business model of the established banks are facing several new battles. For example: Deposit vs. Blockchain – Creative FinTechs can be a kind of interface between the New World and the Old World and make…