Source: Deloitte
Employer attractiveness, digital HR, digital leadership, digital transformation, digitalization, leadership models, transformation
Source: Patrick Naef in CIO
Employer attractiveness, digital HR, digital leadership, digital transformation, digitalization, leadership 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 manager must become a digital leader themselves.
Source: cobalt recruitment
Employer attractiveness, digital HR, digital leadership, digital transformation, digitalization, leadership models, transformation
Of course, employees should not simply behave like entrepreneurs in the company. However, some approaches and ways of thinking can be helpful to intrapreneurs’ success – and thus help the entire company move forward. If you don’t feel responsible for your own tasks and are quick to pass things on to others when problems arise, or always blame the behavior of a colleague for the failure of a project, you will probably never be truly successful in your job. For entrepreneurs, the responsibility always lies with themselves.
When employees increase their sense of responsibility in the course of 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 entirely as independent units and operate independently on the market. This is only possible with the independent action of the employees, who think for themselves and do not wait for tasks from their superiors. This allows the entire company to increase its flexibility
Source: Kienbaum
Agility, change management, digital HR, digital leadership, digital transformation, digitalization, leadership models, transformation
In our recent HR study with participants from primarily large companies, virtually zero percent say 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. – About a quarter of respondents aspire to these forms in the future.
This means that agile HR organization models are “the winners” in terms of future positioning – and are thus even ahead of the multi-pillar model also used at VW or the ambidextrous positioning with a run-&-change logic in the internal and external relationship, on which other companies rely.
With courage: create ideas, promote innovations, celebrate successes!
