Methodology
Digital transformation requires more than technological shifts; it necessitates a cognitive evolution. We focus on the individuals who drive this change, developing strategies that are precisely calibrated to the human capital within your organization.
- Cultural Resistance Analysis: Identifying friction points through exploratory, in-depth interviews.
- Customized Strategic Development: Engineering bespoke measures to overcome organizational inertia.
- Agile Framework Integration: Implementing the structures required to operationalize digital goals.
- Internal Coach Empowerment: Training and supporting internal transformation coaches to secure long-term success.
Transformation is an iterative journey. It requires a cultural foundation that ensures sustainability. Our internal coaches bridge the gap between the “comfort zone” and the “learning zone,” fostering the commitment necessary to facilitate continuous digital growth.
Core Topics
- Identifying latent resources and cultural barriers to digital adoption.
- Strategic implementation of agile organizational structures.
- Development of didactic frameworks tailored to digital evolution.
- Executive coaching and training for agile leadership.
- Systemic resolution of obstacles within the agile transition.
Approach
Agile transformation is not merely a technical deployment; it is about human application. While many organizations underestimate the challenges of this fundamental shift, we recognize that success is found at the intersection of corporate specifics and employee character. When benefits are tangible, the purpose is clear, and the pace is synchronized, collective motivation flourishes. We pave the way for a seamless transition into the digital future.
Driving Success in Change Management: UNDERSTANDING THE CORE OF ORGANIZATIONAL CULTURE TO SHAPE RESONANT TRANSFORMATION.
Publications
Spülbeck, Susanne 2009: Organisationsethnologische Forschung und Beratung: Neue Perspektiven in der Unternehmensberatung
Schwinge, Brigitte und Susanne Spülbeck 2002: Unternehmenskultur und Organisationsethnologie: Warum Ethnologen in der Organisationsentwicklung so erfolgreich sind
Czarniawaska-Joerges, Barbara 1991: Culture is the Medium of Life. In: Frost P. et al. (Hg.): Reframing Organizational Culture. London.
Allaire, Y. und Firsirotu, M.E. 1984. Theories of Organizational Culture. In: Organization Studies 5/3, S. 193-226.
Hofstede, Geert, Neuijen, B., Ohayv,, D.D., and Sanders, G. 1990: Measuring Organizational Cultures: A Qualitative Study across Twenty Cases. Administrative Science Quarterly 35:2, 286-316.
Dewhurst C. Kurt 1988: Art at Work. In Pursuit of Aestethic Solutions. In : Jones, Michael Owen et al. (Hg.): Inside Organizations. Newbury Park.
Das, T.H. 1988. Relevance of Symbolic Interactionist Approach in Understanding Power; A Preliminary Analysis. In: Journal of Management Studies 25/3, S.251-267.
Fiol, C.M. 1989. A Semiotic Analysis of Corporate Language, Organizational Boundaries and Joint Venturing. In: Administrative Science Quarterly 34, S.277-303.
Rafaeli, Anat und Monica Worline 2000: Symbols in Organizations. In: Ashkanasy, Neal M., P. M. Wilderon, and M. F. Peterson (Hg.): Handbook of Organizational Culture and Climate. Thousand Oaks, CA: Sage.