Practical Knowledge Organisational Development

For many companies, the speed, with which they develop themselves and their service and product offerings is already today a decisive competitive factor. However, the cultural framework conditions often work against this demand and the entrepreneurial necessity of constant further development.
Therefore, this article is about three questions: What are the characteristics of learning organisations? What framework conditions do learning organisations need? What concrete first steps can you take in your company to establish a learning organisation?

Many companies have realised during the pandemic that competitive business models go hand in hand with innovation. The pressure to establish a culture of innovation is increasing. The question remains how to do this. In an interview with Dr Patricie Merkert, Head of Innovation & Technologies at E.G.O. Elektro-Gerätebau GmbH in Oberderdingen, Sabine Walter asked her the question: "Can innovation be learned? The answer is complex and contains valuable tips for companies that want to become more innovative.

Entrepreneurial thinking and action is a competence that is becoming increasingly important for the competitiveness of companies.

But it is not enough for this competence to be developed only at board or executive level. Rather, through appropriate leadership and personal development, it is a matter of anchor entrepreneurial thinking and action in as many employees as possible. In this article we explain how this can be done.

Corporate identity, i.e. what makes a company tick, is becoming increasingly important as the identity that office space creates dwindles. What companies can do concretely to strengthen their CI, you can read in this article.

"New Work" is a development that concerns more and more companies. But what is "New Work - a trend or an important further development of our understanding of work?

In this article we look at the topic and answer four questions:
Where does "New Work" come from? What does it mean? Why is the further development of our understanding of work necessary? How does "New Work" change the corporate and leadership culture?

Germany's innovative strength now ranks only 9th out of 129, well behind Switzerland, Sweden, the USA and the UK.

Reason enough to increase innovative strength. That is what this article is about. What are the fields of innovation? How can innovation power and innovation culture be improved?

Wolf Lotter writes in his prologue to the focus topic "Pause" in the current issue of "brand eins": "The word pause has two meaningswhich today seem to be in contradiction to each other. One is rest, the other standstill. A rest is a short interruption of a process that should continue all the better afterwards. ... Standstill, on the other hand, is a word that the new age has never been very good at. ... Standstill is the nightmare of industrialism,..."

In this article, I would like to take up the topic and outline why progress requires standstill and why breaks in the conventional sense are not sufficient for this.

Structures are essential for every company - no matter how small, how large, whether traditional or hip. The art here is to create and change structures in such a way that they serve the people in the company and the achievement of goals. This implies that these structures are only ever defined for a certain period of time and must be continuously questioned. Why are such so-called Organic structures a prerequisite for lasting competitiveness? And how can they be created?

Trying out new things, starting an exploratory process with an open mind, continuously fine-tuning it until the result is something we are satisfied with, is an important competence. But how can this culture be established in a company? It requires seven elementary factors.

In view of the advancing digitalisation in companies, it is elementarily important that we consciously take time again for real encounters and create space for real encounters. This is also the task of managers. Without these genuine encounters, the emotional bond with companies will continue to decline. As a result, their innovative strength and performance will decline.

The idea of self-organised teams is becoming increasingly popular in business practice. But many questions arise when introducing this management philosophy: To which companies does it fit? How do I get my employees to work independently? Who bears the ultimate responsibility? Do we still need leadership at all? What does this leadership look like? ... We answer some of these questions in this article.

Do you have playrooms in your company? Not yet? Then let's do it. Play is generally attributed to children. But the joy of play is part of our DNA. Inspired by the book "Save Play: Because Life is More than Functioning" by the author duo Hüther / Quarch, we present in this article the benefits that games have for all of us and thus also for companies.

Corporate values guide action. Unfortunately, however, there is a discrepancy between theory and practice in many organisations. Read this article to find out why corporate values are important and how to make them tangible.

More and more companies are realising that they can only be successful in the long term if they develop themselves in general and their employees in particular. Employees should learn. Constantly. Everywhere. Self-driven. With fun. In our work, however, we experience time and again that the cultural framework conditions in companies often counteract this demand for learning employees.What does that mean? And above all: What can you do differently in your company?