Currently, the big swing towards a sustainable economy is taking place. In accordance with the European Corporate Sustainability Reporting Directive (CSRD for short - the new EU directive on CSR reporting), it is important to base your own corporate success story in the direction of sustainability on the following three aspects: - Environment - Social - Governance
In my role as an EFQM expert, I work on issues related to the further development of management systems in various contexts. For many years now, the trend has been toward integrated management systems that cover not only quality but also environmental, (occupational) safety and IT security. The underlying ISO standards follow the guideline for the development and revision of standards, which is classically based on the PDCA cycle.
We are all challenged, times are demanding and constantly bring new challenges. You can reward yourself and your team once in a while and do something good for yourself. All the better if this also advances the organization as a whole. That's exactly what we offer with our interactive online webinar "Self-Management". In four varied hours we set impulses for self-reflection and common exchange.
The turbulent times have made quite a stir in our daily professional life. Some things didn't work anymore, some things had to be rearranged and some new things came up. Especially in the area of online collaboration many innovations have been established in a very short time.
When approaching this question from the systemic stance, the distinction between "living" and "non-living systems" comes to mind. If you think of organizations as non-living systems, then descriptions like "the organization behaves like a machine" that runs well, or "this problem with leadership is something we need to fix with the right tools" fit the bill.
The new EFQM model was presented in Helsinki in October 2019 and invites users to exciting discussions: What has changed in the 2020 model? Where are the new priorities, and what does that mean in practice? As part of the development team of the new version of the model, I do not want to withhold "deeper insights".
The idea of positive psychology was and is not to "correct weaknesses" but rather to promote positive emotions and build strengths and virtues. This approach has long been adopted by those companies for whom mediocrity is not enough. This leads to a win-win situation: If the employees are doing well, the organization is also more successful.
Successful strategy work must not get lost in vague and unspecific topics. In any case, in practical processing the following applies: "Talk is silver - action is gold", because with it a change of perspective can succeed, a different experience, so that strategy can be attacked and arrive in real life. This also includes a critical examination of common strategy tools and a sometimes uncomfortable questioning of the way they are used in the company - only in this way will sustainable benefits arise from their application.
Who doesn't know the usual dilemma that mercilessly haunts us all in different contexts: We have well-founded, tested and, from our point of view, helpful contents that we want to pass on to interested parties. But how? In what form? In what way exactly? And not again so ... As an experienced senior consultant in the FACT Consulting team, I encounter this question more and more often. Because our clients expect something "new", with a touch of "innovation" and of course "completely risk-free in application". And it should be " easily under the skin ", almost unnoticeable, but still "very energizing!". Quite simple, isn't it?
Strategy is still popular. If there is any ambiguity or vagueness, it is elegantly shoved into the "Strategy" topic area. And you can't know that for sure anyway, it actually concerns the future and that is known to be uncertain.
