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Focus on New Corporate Leadership

by Frank Eilers

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    00:07 Managers' framework conditions will continue to alter.

    00:10 I believe you are aware of this.

    00:13 Managers will evolve in a world that some refer to as a VUCA world, or a volatile, unpredictable, complex, and ambiguous environment.

    00:26 You're an operator, you have to improve day-to-day operations while also being imaginative, creative, and developing new talents.

    00:37 You must be ambidextrous in certain aspects, which means you must supply existing, old things in good quality while also giving fresh inspiration and learning new things, which is one task.

    00:49 We are becoming more involved in these networks.

    00:52 Agility necessitates that we communicate and lead differently.

    00:58 International communication is taking place, not only in various languages but also in distinct cultures.

    01:04 People have diverse reactions to this.

    01:07 Then there are the traditional, modern, and post-modern employees, all of whom must be balanced in some way.

    01:16 As you can see, the framework conditions are shifting, and the question now is how we will deal with this. Do all managers and executives experience burnout after three years, or can new approaches be found? Can we delegate responsibility, and can the term "manager" be redefined? The New Leadership Canvas, derived from the Business Model Canvas, is one option for rethinking the terms manager and management culture.

    01:47 We can think about this in a playful way, reflect, be creative, dig deep, examine the status quo, and project into the future.

    01:56 I recommend that you spend 5 minutes playing around with this model; I won't go into depth because you can do that yourself.

    02:08 Nonetheless, consider what your challenges as a manager are, your leadership style, and your leadership network.

    02:18 What is it about my personality that allows others to follow me? What am I particularly skilled at? You can also define KPIs and watch where they will take you.

    02:30 As I previously stated, 5 minutes might provide you with a fresh definition of both phrases. Another way would be to examine the organization and have a better understanding of these words. Frederic Laloux claimed in his book "Reinventing Organizations" that classic forms of organization will gradually evolve into a holistic, evolutionary worldview. That sounds quite cruel.

    03:01 We shall now discuss what this entails in detail.

    03:04 It all comes down to self-management.

    03:07 That means authority is distributed and the intelligence of the many outweighs the intelligence of the individual.

    03:15 That is, decisions are taken in specific areas where problems have recently happened.

    03:21 The second point to consider is completeness.

    03:23 It all comes down to the individual.

    03:26 Every morning, many people in traditional organizations put on a mask, the social mask; they perform a role and are not themselves.

    03:35 According to Laloux, under this new kind of organization, people can and must be themselves. The third point is that of evolution.

    03:47 It is about the fact that the organization's members do not plan or look ahead, but rather develop in a natural, evolutionary manner.

    03:58 You listen to the market, what does it all mean now? We'll try to make this more obvious today.

    04:06 Let's look at an example now.

    04:10 Perhaps you've heard of the company Buurtzorg.

    04:13 It has a Dutch accent.

    04:15 Because they are from the Netherlands.

    04:18 Buurtzorg is a caregiver, and the translation is community support.

    04:24 According to the account, a person from the Netherlands was dissatisfied with the care system and rethought the concept of care.

    04:33 They had self-organized, collectively intelligent teams that were not managed from the top down, such as you need to be here in five minutes and you only have three minutes for this patient. Instead, they delegated management to the teams, who subsequently cared for the patients.

    04:52 They devised notions for how to support one another with neighbors and relatives, and the entire care system in the Netherlands is now based on the Buurtzorg model, which is the new standard. Self-organized teams, complete autonomy, new allies, family, coworkers, and neighbors are all being incorporated, fundamentally redefining care.

    05:21 This is the technique to which Frederic Laloux refers in his integrated evolutionary worldview; the big question is, how do you modify a system? We have four principles on how we can establish new items in the organization.

    05:37 Four ideas, and I'd want to start with a department.

    05:45 A department inside an organization is responsible for business development, human resources, and so on, and work and leadership are handled differently within this department. They are attempting a novel technique.

    05:59 Another possibility is that you say, "We create a system in addition to the system, so they have nothing in common." Buurtzorg, for example, had a care system in addition to Buurtzorg in the Netherlands.

    06:12 The same thing can be done in corporations that buy a startup, develop a startup, or outsource a department into its own company such that they have nothing in common.

    06:21 A third technique is to disperse an idea throughout the organization, creating small hubs, not individual departments, but individual players who continue to embody this culture. The final and most difficult version is the total overnight transition.

    06:42 Everything is being done from scratch.

    06:44 This is pretty simple for small businesses, but there are examples of larger businesses where we made this change in a reasonably short period of time.

    06:56 That means there are various options.

    06:59 I'm not sure which option is better for your company or organization.

    07:03 You most likely don't know either.

    07:06 What I do know is that if you want to progress a topic, you need help from within your organization, as well as networks.

    07:15 You require management and an executive board.

    07:19 I am convinced that this can work if you have a lot of energy and stamina, and I hope you are as well.


    About the Lecture

    The lecture Focus on New Corporate Leadership by Frank Eilers is from the course Creating a Sustainable Corporate Culture (Managers) (EN).


    Included Quiz Questions

    1. Wholeness of employees refers to spiritual and emotional aspects.
    2. High overhead costs are necessary to spread the integral evolutionary world view among employees.
    3. The world view of Frédéric Laloux can only be found in the care sector and in the clothing industry.
    4. According to Laloux, meetings are necessary in order to stay up-to-date.

    Author of lecture Focus on New Corporate Leadership

     Frank Eilers

    Frank Eilers


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