Three Pillars of Organization and Leadership in Disruptive Times by Peter Wollmann & Frank Kühn & Michael Kempf

Author:Peter Wollmann & Frank Kühn & Michael Kempf
Language: eng
Format: epub
ISBN: 9783030232276
Publisher: Springer International Publishing

Some Further Takeaways for the Travel Group

There have been a lot of lessons learned in re-defining the solution creation process as an entry project for a future-proof organization and an agile working culture. The most fundamental learning points are the following.

Arrangement: Organizations move—always—whether we like it or not. The employees have experienced little adaptations or fundamental transformations. Ask them: What has happened to date, what is the current situation, what expectations and ideas do they have about the future? And facing the transformation towards a travelling organization: What should we do differently or less or more? What in our culture could prevent us from succeeding? You will get relevant insights for an effective travel arrangement.

Communication and involvement: Clarity is a prerequisite of trust, which you will need for the transformation. Communicate a clear purpose and reason, involve your teams in planning the joint endeavour and connect the people across the organization, again and again. Value their feedback, views and questions. Maintain their energy and be present. Be always aware: resistance is often based on scepticism, fear or if people feel badly treated. Human beings are ready to change but resistant to be changed.

Balancing advantages and disadvantages: The purpose has to be consistent and credible, convincing and connected to the employees’ concerns and the organization’s capacities. Strike a balance between what the people will lose and what they will gain when joining the journey. What is the outcome of the balance? Do you need to strengthen the purpose? Do you need more trust from your travel group? Do people need more connectivity between the strategy and their work, between the purpose and the urgency of change and between employees? Do you all need quick results or exciting experiences as soon as possible?

Taking new roles: Support and coach your managers and team leads in taking on their new role in the travelling organization (which might be disruptive for many of them). They have to be role models. And they will be continuously observed by their teams in terms of how they accept and succeed in their new role. Discuss with them what their new roles mean. Discuss typical interactions that are part of the new role: conveying the purpose in conversations, meetings, goal definitions, even with challenging audiences; taking people on the journey via involvement, empowerment, encouragement, feedback; connecting all available resources in order to avoid wasting time and energy, integrate expertise and creativity, create quality and acceptance.

Social connectivity: The purpose of organization is to make people cooperate in order to solve a problem in the world. Create events that clearly demonstrate your understanding of connecting your most valuable resources: offer vivid platforms to make the people interact with each other and with your providers and customers, discuss connectivity deficits in the organization and develop joint solutions. Install social hubs as key elements of your travelling organization and your new solution creation process.

Structural connectivity: Check that all organizational resources are connected to the intended transformation and its prototype, in this case the solution creation process.

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