organisational development

how do YOU define success?

management 3rd millenium

The discrepancy between demand and action in economic and societal life cannot be solved by relying on the large number of accessable explanatory approaches, neither by focussing on one.

The challenge of deciding, the speed in changes in all areas of life, the inherent dynamic of the global system confronts every individual and every organization with their own limitations. Fear and aggression appear, stagnation in personal an economic processes is the consequence and is blocking the awareness of own potentials and the wish to implement them.

We haven´t learned to handle this situation. We have learned linear approaches like „more effort for more accomplishment“, „right and false opinions or knowledge“ and how to cover own shortcomings. These teachings of the modern times don´t help any longer in todays postmodern world of the third millenium. Today we need the attitude of learning, the inner ability of key players to really open up for obstacles and options in an integral sense.

Many people have started these days their search for meaning to find their purpose beyond satisfaction of former or ongoing goals and wishes by challenging those. The questions around the meaning of life mostly remain unanswered in large parts. We want to support this search and finding process on its way through all the major and minor difficulties of professional and private life. From an organisational development perspective we need to take this search into account as a serious request of major stake holders and as an asset.

We see the higher need of humankind to experience themselves in their human nature, to perceive and detect and to live the human nature in the day to day living. Organizations are an important frame for that. In our support for individuals as well as for cooperations we follow the spirit of combining humanity with professionalism for the sake of these both parts of life in the third millennium.

Looking at the management of the 3rd millennium we look at

  • In comparison to management, which we define as the implementation of strategy, focussing on targets, tasks and results, we talk about leadership as the people related part of driving an organisation.

    The frequent failure of management of the second millenium was to recruit leaders, which were driven by goal and task orientation and personal agendas rather than by the interest and regard for the people they lead. So they missed to get the employees full motivation and commitment.

    If it is about finding the leaders of the third millenium, we go along with the “funky business” approach of Jonas Ridderstråle,Kjell A. Nordström in hiring for attitude and training for skills. That´s why we only want to recruit, support, train and coach leaders, who are interested in engaging the hearts of employees in the workplace and could say „YES“ to this questions, raised by Peter Vail: Do I believe that the lifes of employees are important? Do I think they want their work to contribute to some worthy purpose?  This we see in combination with the 5th level leadership (Jim Collins), which describes leaders as persons, who channel their ego needs away from themselves into a larger goal of building a great company. Some call it even „spiritual leadership“, which we agree with, because it is about inSPIRIng others.

    The recruitment is therefore of cruiscial importance:

    First who, then what! (Jim Collins)

    The personal requierements of a leaders attitude are

    • Clear human value orientation
    • Clear access to inner truth and inner authority
    • Self reflective mind  and curiosity
    • Relationships according to the own upright essence
    • Trustful support and humility
    • Regard beyond ego.

    The outcome of this list of attitudes are certain abilities to inspire others and support the corporate and individual purpose. Our services are in training, coaching and supporting to implement them.

  • The term “paradigm shift” has found uses in many contexts, representing the notion of a major change in a certain thought-pattern — a radical change in personal beliefs, complex systems or organizations, replacing the former way of thinking or organizing with a radically different way of thinking or organizing.

    A paradigm is often defined as ”a way of viewing the world”. A paradigm has a strong effect on our interpretation of our environment and how we interact with others.

    Famous paradigm shifts have been e.g.

    • the sun as the center of our star system
    • the end of colonialism
    • gender equality.

    Which old fashioned paradigms do we need to let go today?

    We see at least 5 major paradigm shifts in business of the 3rd millennium.

  • return on investment in the 3rd millennium

    The ROI question of the third millennium can´t be answered in the linear and short term way as it was approached in the second millenium. The „direct“ way is the „detour“ via a higher purpose on the long term perspective, which needs to be connected to the awareness of every employee in the day to day business. Only if a corporation adds value to or for

    • humankind
    • society
    • contacts and co-operations and
    • individuals

    as their major drive at first place, the system of this planet will return value to the corporation in the second place. In the globally connected market system no other strategy will be smart enough to be sustainably acknowledged and rewarded. New management approaches, like „Corporate Social Responsibility“and „Corporate Culture Management“ show already account for this.

    This paradigm shift in management orientation will have an important effect on the attraction and loyalty of  your customers. The management and leadership of the third millenium will also work as kind of an employer branding and attract the right people, which will become scarce due to the demographic effects in Europe.

    In addition, we want to quote a few aspects:

    ROI of corporate culture management:

    Corporate Culture is responsible for 31 % of the financial succes (research by Psychonomics, Cologne, 2006)

    In a test carried out by McKinsey & Company where the Cultural Transformation Tools survey was used in parallel with 30 structured consultant interviews, the assessment instrument was found to provide a more insightful and comprehensive analysis, was more credible to the client and was completed at a fraction of the cost of the structure interviews.

    The corporate culture is the one factor of the competitive advantage, which is not able to be copied.

the integral approach

I tailor my consulting services to match your particular situation.

By way of orientation, I use – in agreement with you – parameters such as the following:

  • Practicability
  • Adaptability to the current evironment
  • Quality Standards
  • Greatest Leverage (efficiency)
  • Cost effectiveness
  • Timeframe requirements
  • Value-based principles.

For more comprehensive request we support you as a team of consultants.

Our offers for organisational and HR developers are especially:

In our work we embrace

  • It helps to get focused and effective. We use it mainly in the implementation phase rather than in the analysis and whenever the topic requires and allows it, but refrain from the trap to worship it as the golden calf  like in the 20th century.

  • The corporate culture gives direction to perceptions, behaviors, decisions of the individual actors within a company. It strongly effects identification and commitment of every employee. We support you with Corporate Culture Management to escort change processes and as soon as a certain effect or success is not reachable with the state of the current culture.

  • Impacting a system is like playing pool billard. You need to consider the inner dynamic and side effects at first. No system is free of that. We either take it into account when supporting other subjects or as a subject  of change itself in order to support the corporate goals.

  • We focus on the responsibilities and purposes that allow you to take on power and impact others on an ethical level. With a clear legitimation on this aspects you are even more powerful.

  • The lack of meaning is sickening. A clear purpose of life and a clear understanding of values is necessary to use the full potential of individuals and corporations. Derivating orientation, decisions and actions from this source will bring you beyond what you expected.

  • Development and goals need to be in balance with „health“ in order to be sustainable. Physical, emotional and mental health of individuals and teams is in our consideration when we support you in changes and processes.