ARCONDIS UPDATE No. 02|2019: The smarter solution

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4_The smarter solution Veränderungsbereitschaft kultivieren: Damit die Transformation getragen wird, muss die Veränderungsbereitschaft von oben vorgelebt werden. Wo immer möglich, sollen Führungspersonen Vordenker in digitalen Belangen sein und so als Rollenvorbild für Mitarbeiter fungieren. Dafür ist es essenziell, dass die Unternehmensführung den Unterschied zwischen Transformationsziel und der heutigen Realität versteht und unterstützt. Solide Kommunikation: Um das Wie und Warum in der Organisation zu verbreiten, müssen zielgruppen und typengerechte Botschaften entwickelt und zeitnah über unterschiedliche Kanäle kommuniziert werden. Wichtig dabei ist, dass Inhalt und Aufmachung authentisch sind. Resistance Management: Damit niemand zurückbleibt, sollte bewusst auf die skeptische Haltung der Mitarbeiter eingegangen werden und im Rahmen des sogenannten Resistance Managements Massnahmen entwickelt werden. Innerhalb jeder Stakeholdergruppe gibt es Menschen mit unterschiedlicher Änderungsbereitschaft, was nicht nur einen negativen Einfluss auf die einzelne Gruppe, sondern den gesamten Transformationsprozess hat. Individuelle Transformationsgeschwindigkeit: Um die Transformationsgeschwindigkeit ideal anzupassen, empfiehlt es sich, Coachings anzubieten und Feedback einzufordern. Dadurch kann individuelle, auf die persönliche Situation angepasste Unterstützung angeboten werden. Neue persönliche Fähigkeiten für die digitale Organisation Nicht nur die Veränderung hin zu einer agilen oder gar fluiden Organisation, sondern auch der vermehrte Einsatz von Informations und Kommunikationstechnologien prägt die Arbeitswelt der Zukunft. Das führt zu veränderten Jobprofilen und erfordert angepasste Ausbildungsmöglichkeiten – weg von einer inhalts und zertifikatsorientierten Ausbildung hin zu einer kompetenzorientierten, laufbahnbegleitenden Weiterbildung. Unternehmen, die heute schon auf lebenslanges Lernen ausgerichtet sind und das Scheitern als Teil der Entwicklung betrachten, legen den Grundstein, um das Innovationsbewusstsein der gesamten Organisation zu fördern. Neues digital-agiles Leadership-Verständnis Was für die Mitarbeitenden der Organisation gilt, gilt im Besonderen und mit einer bedeutend höheren Dringlichkeit für die Führungskräfte. Die Entwicklung der bestehenden Team, Abteilungs und Bereichsleiter von KPIzentrierten und aufgabenorientierten Schnittstellenmanagern zu begleitenden und unterstützenden Beziehungsmanagern ist vorgängig einzuleiten. Besonders die Ergebnisorientierung, das Abgeben von Befugnissen und Entscheidungskompetenzen sowie das Schaffen von geschützten Räumen für Innovation stellen eine grosse Herausforderung dar. Leadership im digitalen Ökosystem bedeutet, Grenzen und Barrieren innerhalb der eigenen Organisation und auch über Organisationsgrenzen hinweg abzubauen und den Mitarbeitern ein sinnstiftendes Bild des grösseren Ganzen zu vermitteln. Ohne individuelle Unterstützung, zum Beispiel in Form von Coaching, funktioniert das oft nicht. Andreas Hock Lesen Sie in der Herbstausgabe 2019 von UPDATE mehr dazu, wie Sie mit einem digitalen Betriebsmodell den Grundstein legen, zügig und nachhaltig auf Veränderungen am Markt zu reagieren – oder kontaktieren Sie uns gleich jetzt. English E_Only a handful of companies already count ‘digital natives’ among their management. That generation is associated with natural acceptance of new forms of organization that are based on digital value creation. On top of the fundamental elements of digital operating models, the successful implementation of a digital transformation requires an adjustment of the way in which employees perceive leadership. Employees as a success factor In addition to assessing your company’s digital readiness (i.e. the capacity to change existing processes and structures), you must have a close look at your current employees. Every level of your organization, including management, middle management and non-managerial staff, includes individuals with different attitudes towards change, some of which may be negative. You need the right organizational change management system to get as many employees as possible on board for your digital journey. ‘One size fits all’ approaches are a thing of the past. A five-year plan for the digital transformation is just as futile: who could possibly guess what the market might want in the future, considering the immense level of uncertainty that characterizes it today? We recommend keeping the VUCA world in mind and choosing an agile strategy: an iterative, transparent approach to the transformation. Despite this flexibility, there are four key elements of organizational implementation that should be defined for the envisioned transformation. A new, digital operating model
5 A new, digital and agile perception of leadership New, digital skills throughout the entire organization The agile path to a new organization Your business model defines which products and services are offered on the market, while your internal operating model determines your internal processes, such as the flow of material and information. The agile path to a transformed organization Once a company has decided to approach its transformation with agile methods, it must appoint a qualified person to manage and support the process. This is just as important as the typical acceptance criteria, e.g. the ‘definition of done’ in Scrum. The appointed person will hold a decisive role, and we like referring to as a ‘servant leader’. Of course, s/he is responsible for assuring quality and adherence to all processes. However, the primary role of this person is that of a figurehead embodying the change of paradigm in leadership: replacing the boss figure of an obedience-based hierarchy with a mentor or a coach who helps the team meet their self-defined goals in a meaningful way. This approach focuses on team performance and results-based development. But that alone is not enough if you want to enshrine changes in your organization permanently. It takes employees that can handle uncertainty. The following key elements of change management can help them with their new task. Initial assessment: In the first step of any change management process, you should answer the question: “Where are we today?” To do this, you need to define the various stakeholder groups, their existing and required skills, and their willingness to learn. This allows you to establish the agile competence of the organization and determine which processes and structures are resistant to change. Cultivating a readiness for change: Readiness for change must be demonstrated from the top down to drive the transformation. Wherever possible, managers must act as visionaries in all digital matters and become role models for their employees. This is only possible when the company leadership understands the difference between the current status quo and the goals of the transformation. Solid communication: To spread awareness of the ‘how?’ and ‘why?’ within your organization, you need to develop messages that are tailored to the various target groups and personalities and communicate them promptly through various channels. It is important that the content and presentation of those messages are authentic. Resistance management: Deliberately address any skepticism among your employees and develop resistance management measures. Every group of stakeholders includes some individuals that are less open towards change. This can have a negative influence not only on the group but on the entire transformation process. Individual pace of transformation: Offering coaching and requesting feedback are recommended ways of optimizing the pace of your digital transformation. They allow you to provide individual support that fits the personal situation of those involved. New personal skills for the digital organization The future of work is characterized by change, including the transformation into an agile, even fluid organization and the increased utilization of information and communication technologies. This ultimately changes job profiles and calls for adjustments to the available training options. Content-based and certificate-focused courses must make way for skill-based, career-long learning. Companies that already promote lifelong learning and treat failure as a stepping stone on the way to success are building a solid foundation from which to spread an awareness for innovation throughout their entire organization. A new, digital and agile perception of leadership Anything that applies to your employees applies to your managers with a much higher urgency. Existing team, department and section managers must be transformed from KPI-centric, task-focused interface managers to supportive, encouraging relationship managers as a matter of priority. Particularly challenging attitudes include a focus on profits and a reluctance to relinquish authority and decision-making powers. The creation of safe spaces for innovation may also be a demanding task. Within the digital ecosystem, leadership means to break down barriers within and beyond your organization and convey a meaningful ‘bigger picture’ to your employees. This rarely works without individual support, e.g. in the form of coaching. Andreas Hock Read the fall issue 2019 of UPDATE to find out more about how a digital operating model can help you react rapidly and sustainably to market changes – or get in touch with us right away.
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ARCONDIS UPDATE No. 02|2019: The smarter solution

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