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LEADERSHIP CULTURE AND CAPABILITIES IN THE MATRIX

Clemens Frowein
Andrea Griesinger

Today, almost every organization is working in a matrix style in one way or another. The bigger the entities grow, the more need is seen for such complex structures – especially in global, multi-divisional organizations. Leaders have to deal with these types of structures – if they like it or not. A common complaint says that leading within the matrix causes pain and is incomparably more challenging than in straight hierarchic type organizations. Frequently leaders feel being victims of the matrix. The positive viewpoint: Levering the capability of leading within a matrix clearly becomes more and more a competitive advantage and can be a rewarding process for leaders.
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New Capabilities for Transformation Leadership

THE FOUR LEVERS OF TRANSFORMABILITY

Von Jens-Peter Abresch, Fabian Berg, Clemens Frowein

Transformability means: Foster the capability and mindset to constantly tackle change in a resourceful way. This ambition points at a deep cultural and organizational change. The new assumption is that everyone becomes responsible for transformation, permanently – and understands that learning is the most crucial ingredient for transformation – people become learners and leaders become trainers. We point out four key levers: Weiterlesen

Die Führungskraft als „Trainer der Organisation“

Die Transformationsanforderungen steigen. Wir sollten anfangen, diese Facette von Leadership neu auszubuchstabieren

Von Jens-Peter Abresch, Fabian Berg, Clemens Frowein

Führungsqualität ist für Transformationserfolg entscheidend. Wenn Takt und Frequenz von organisationalem Wandel zunehmen, wenn Transformation „immer“ ist – dann machen rein an Projekte und „Experten“ delegierte Change Prozesse keinen Sinn mehr und es stellt sich die Frage nach dem Führungsrepertoire, diese neue „Routine“ zu managen.

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