Method
Digital transformation needs movement in people’s minds. We focus on the people we set in motion. To this end, we develop concepts that are tailored precisely to the people who make up your company.
- Analysing resistance in the existing corporate culture through exploratory interviews
- Development of customised measures to overcome resistance
- Implementation of agile structures to realise digital transformation
- Development and support of internal transformation coaches
Digital transformation is an ongoing process and therefore requires a cultural transformation that ensures that the process is implemented sustainably. Internal transformation coaches provide this sustainability. They are able to move people out of their comfort zone and into the learning zone, can create commitment and act as ongoing facilitators of digital development.
Topics
- Uncovering internal resources and barriers to digital transformation
- Support in the implementation of agile structures
- Development and implementation of didactic concepts for digital transformation
- Training and coaching on the implementation of agile leadership
- Support in resolving obstacles to agile transformation
Approach
Agile transformation is not about the technical implementation of digitalisation, but about its application. The fundamental change and the associated challenges should not be underestimated. However, this is precisely what has hardly been recognised by many companies to date. A good digital transformation is possible if the specifics of the company are taken into account as well as the characteristics of the different employees. If the benefits can be experienced quickly, the purpose is recognisable and the pace is adapted, then shared motivation grows. From there, everything becomes easy. This is our way and this is how we make the shift to the digital world possible.
Leading change management to success: Understanding corporate culture in order to change it change it appropriately.
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.