Ideally, the credo of every future-oriented company is to recognize and utilize the potential of its own employees. FACT Consulting offers everyone in the team the opportunity to use their talents to develop new perspectives and content. Even Steve Jobs said, "New things happen when a company honors difference, not conformity."
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.
Greta Thunberg is currently giving us an impressive demonstration of what has long been reality. The way we consume resources in our current economic and business models will no longer work in the long term.
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".
"Cultur eats strategy for breakfast" - this quote by Peter Drucker, one of the most important management thinkers of the last century, is still of central importance for successful strategy work. He thus makes it clear that the achievement of strategic goals can only succeed if the strategy is aligned with the corporate culture.
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.
"TOUCH DOWN" - this is the name of the new strategy book by Oliver Greiner: a must for all decision-makers and executives in strategic management as well as anyone who wants to make their company not only successful, but unbeatable. These are two critical drivers that enable companies to stay the course and succeed in the face of increasingly radical market changes. It's about being different and better than the competition at the same time. Mastering these two disciplines allows for true touch-down moments: achieving big strategic goals.
Strategy work is becoming increasingly short-term in its orientation: market dynamics require ever faster reactions and the willingness to think strategy in terms of variants and alternatives. It seems particularly important to me that corporate culture and strategy fit together. The interaction with each other and the joint shaping within the organization must be supported by the vision of the future. Because one thing always applies: "Culture eats strategy for breakfast".
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?
