Source: Deloitte

Top priority: Shaping the future with digital leadership!

Employer attractiveness, digital HR, digital leadership, digital change, digitization, management models, transformation

No tools and technology – digital change can only be successful if the focus is on people. What managers have to consider in order for the transformation to succeed. Digitization is in full swing, but you lack the expertise for a coherent strategy? Many companies are in good company with this. In a study by market research Lünendonk, only 14 percent of the companies surveyed stated that they developed digitization strategies themselves – all others resorted to external help.

Source: Patrick Naef in CIO

Everyone needs to become a digital leader

Employer attractiveness, digital HR, digital leadership, digital change, digitization, management models, transformation

Delegating responsibility for digitization to a Chief Digital Officer often does not lead to the desired result. In a networked and digital world, every executive must become a digital leader themselves.

Source: cobalt recruitment

Intrapreneur - Why employees should learn to think like entrepreneurs

Employer attractiveness, digital HR, digital leadership, digital change, digitization, management models, transformation

Of course, employees should not simply behave like entrepreneurs in the company. However, some approaches and ways of thinking can be helpful for the success of the intrapreneurs – and thus move the entire company forward. Anyone who does not feel responsible for their own tasks and who quickly passes things on to others when problems arise, or who always blames the behavior of their colleagues for the failure of a project, will probably never be really successful in their job. Entrepreneurs are always responsible for themselves.

If employees increase their sense of responsibility as part of an intrapreneurship , they can actively help shape the company. More and more large companies have already made it their concept to outsource certain areas of their business as independent units and allow them to act independently on the market. This is only possible if employees act on their own responsibility, think for themselves and do not wait for tasks from their superiors. In this way, the entire company can increase its flexibility

Source: Kienbaum

Agility in the HR organizational model

Agility, change management, digital HR, digital leadership, digital change, digitization, management models, transformation

How much is possible, how much makes sense?

In our current HR study with participants from primarily large companies, almost zero percent state that they currently work in an agile organizational approach. Such an approach is often equated with the ING or Spotify model and is divided into units of tribes, squads, chapters and guilds. – Around a quarter of those surveyed are aiming for these forms in the future.

Agile HR organizational models are therefore “the winners” when it comes to the future structure – and are therefore ahead of the multi-pillar model used at VW or the ambidextrous structure with a run & change logic internally and externally set other companies

Let's drive the change!

With courage: creating ideas, promoting innovations, celebrating success!