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“The digital transformation is changing business models and processes and is therefore calling into question traditional management approaches. Digitization is not just about using new technologies. Established business models and management approaches have to be fundamentally changed. What does a digital leader have to do to master one of the greatest challenges for companies, digitization?”so TimeTac Time recording in the call for a blog parade in which I would like to participate. In the run-up to this article I would like to mention that I am currently working with Tobias Greff on the study ” Digital leadership in SMEs – a view from the perspective of executives ” perform. However, this is still being reviewed and will be published soon. I would therefore like to publish some of the results in advance in a summarized form. What is digital leadership In the study mentioned, Tobias Greff (AWS Institute for Digital…

Digitization is changing people and markets. It causes disruptive upheavals in entire industries, creates new digital-centric companies and requires established companies to make considerable efforts to cope with the transformation activities associated with these digitization processes. New procedural models have to be learned, tried and tested thought patterns have to be broken and, last but not least, innovation activities have to be understood as continuous necessities. At the same time, there are significant opportunities in digital business to renew competitive advantages, improve existing process structures and realign your own products, services and business models (Source: Digital Business Leadership von Kreuzer et al.). In the aforementioned book: Digital Business Leadership, three very exciting questions were asked, which I would like to list here and which I would also like to try to answer in the course of the article: What distinguishes digital business leadership and how can this be achieved? But…

The Chief Digital Officer (CDO), a new management position, is increasingly being created to plan and implement the digital transformation in companies. In view of this development, the question arises whether the Chief Information Officer (CIO) cannot also be responsible for the digital transformation in organizations (Source: Walchshofer and Riedl). But what does a Chief Digital Officer do? Tasks of the CDO In their study, Walchshofer and Riedl examined the various tasks of the CDO on the basis of job advertisements. So both state: The CDO is responsible for developing the digital strategy responsible. This strategy is derived from the corporate strategy and should be implemented by the CDO and anchored in the company. Farther he is responsible for controlling and checking the change. It should develop and derive new business models and check them for feasibility. The central task of the CDO is also to create efficient structures. By…

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…

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…

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…

One of the four biggest challenges for HR managers in medium-sized companies is the task of finding and developing talent. Given the much-discussed shortage of skilled workers, this is not surprising. Around three quarters of the 323 companies surveyed stated that recruiting qualified employees will be the focus of HR work in the next three to five years, according to the magazine Heap . In addition to Haufe, many other magazines speak of a shortage of skilled workers in medium-sized companies. What actually is a shortage of skilled workers? Wikipedia says: As Skilled workers shortage This describes the state of an economy in which a significant number of jobs cannot be filled for employees with certain skills because there are no suitably qualified employees (skilled workers) available on the labor market. So is there currently a shortage of skilled workers in medium-sized companies? No shortage of young professionals If you…

The acceleration of the markets and the increasing complexity of possibilities and requirements demand managers in a previously unknown form: In order to keep pace with the new developments, the management culture has to change Innovation Evangelists . It is, among other things, the task of executives to exemplify, promote and convey values. According to the Innovation Evangelist, they must also promote four criteria in order to be attractive to young professionals: good teamwork, (perceived) meaningfulness of work, compatibility of work and family and personal development. The following article is intended to shed light on how executives could manage such a balancing act. Employee autonomy while maintaining controllability and control A special component that is required of executives should be trust. That’s right, because permanent control is demotivating. Nevertheless, a manager must also maintain constructive control so that activities take place in accordance with the company’s goals. This balancing act…

The digital change is more than just working with an Internet connection. It is changing the world of work at a rapid and unstoppable speed. Where once in  Organizations with control committees and managers were often communicated analogously, there are now networked and project-oriented companies that communicate with one another on the basis of technology. For this there is the buzzword of e-leadership. Definition of e-leadership Electronic leadership or e-leadership does not describe a specific management approach, but specific contextual conditions of leadership and associated special ones Requirements for leadership strategies. This chapter does not use a individual management concept presented, but several management strategies discussed,  that are suitable for electronically mediated collaboration (Hertel and Lauer). Also delivers  Draws one  E-leadership definition: Management takes place in organizations on various hierarchical levels and ranges from top management to middle management to department and team management. Compared to classic leadership, which is mainly realized in direct…

Really good leadership has always been a challenge. That was the case even before the digital transformation. Digitization adds new requirements: unconditional openness, maximum mobility, meaningful networking and high participation. This is leadership in the digital age: high dynamics and complexity. Under the hashtag Leadership 4.0, there are concepts related to the digital leader. But what is behind it and what does leadership mean in the digital age? Leadership 4.0 How digital is leadership? Leadership 4.0 examines this new behavior of managers. There are currently numerous tips for leadership in digital change. For example, shows Heap a model for a digital manager: Openness and trust – I trust my employees and I am open. Openness refers to the open handling of information as well as openness to new things and the joy of experimenting. Speed through digital networking – I use and demand digital media to enable speed, agility and…