Getting the most out of our App
Find your way around our app. Take a look at the following points: 𝘂𝘀𝗲 𝗼𝗻 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗱𝗲𝘃𝗶𝗰𝗲𝘀, 𝗻𝗼𝗻-𝗿𝗲𝘀𝘁𝗿𝗶𝗰𝘁𝗲𝗱 𝘂𝘀𝗲, 𝗮𝗯𝗼𝘂𝘁 𝗘𝗻𝘁𝗲𝗿𝗻𝗲𝗲𝗿𝗶𝗻𝗴®, 𝗔𝗽𝗽 𝗻𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗲𝘅𝗽𝗹𝗼𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗻𝘁𝗲𝗻𝘁𝘀.
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Technical Debt: Effective handling in executive management
Although the term technical debt stands for work in software development that needs to be completed, changed or corrected, it can be applied to various areas in the organisation. This type of performance backlog arises wherever development work is incomplete, incorrect, or outdated because of decisions that have been made or delayed. As an entrepreneur and manager, you are well advised to deal with this issue consciously and authentically. Make it clear within your organisation where you stand on the issue, and what your expectations of the organisation and those responsible are. and what you are specifically doing to ensure that technical debt does not become a threat to the company. Also reflect on your own decisions and judgements, which may also lead or have led to technical debt.
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How to align your executive team in strategic management and enterprise transformation
Successfully transforming a company with deep impact in the areas of culture, people and organisation requires more than just the definition of a responsible body or the delegation to external consultants. This form of further development means far-reaching changes that need to be planned, structured, and aligned within the executive team.
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Effective Delegation is Key
Delegation is a difficult yet essential activity and is vital when it comes to business growth. Successful delegation needs to be learned and trained. Especially for young entrepreneurs or founders, it is often not easy to step back from being the best technician in the house. It is a transition towards becoming an entrepreneur. Entrepreneurs who do everything themselves and work long hours often find it impossible to take breaks, go on a holiday, and most importantly, allocate time to work on their business. The sooner you master the art of being an effective leader, the sooner you will attain sustainable success.
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Being at the top: About Willingness and Capacity for Change in the VUCA world.
Rarely has the pressure for change been as great as it is today, across borders and in almost every industry and sector. The 21st century will be massively shaped by the combination of disruptions in labour markets, resource supply and technological development cycles, as well as the consequences of climate change, pandemics and war. Entrepreneurs and CXOs must actively and consciously face this, and shareholders must ensure that this happens. The biggest obstacle on this path is dealing with the necessary change. Two simple but seriously answered questions can be the key.
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5 Things that entrepreneurs or CXOs cannot delegate effectively
Entrepreneurs and executives encountering inner blocks in recognising tasks that cannot be effectively delegated or lacking the necessary understanding, experience, and ultimately the joy of doing these tasks should consciously set aside time and motivation for their personal development and possibly consult external experts. Ignorance and overconfidence are not reliable advisors in this context.
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Ways to use the Enterneering® App
Our Roadmap shows how users can approach the Enterneering® app and its content most effectively and how they can get the most out of it. It explains the two types of use: occasional use and roadmap use. The roadmap serves for better understanding and weighing up the own way of use.
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Knowing WHEN to involve WHICH external experts and WHY
Executives who thinking of involving external experts in enterprise development should start at the point of understanding their own needs and situation. They should at least enable themselves to define the matter of purchase and determine the conditions and quality of supply. Otherwise, such projects can quickly mutate into self-commissioning by the contractor, where the effort-benefit ratio and conformity with objectives are determined by others.
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Enterneering® Process at a Glance
Enterneering® does not describe a one-off process, but rather the continuous work of company management on the further development and transformation of the company in its core areas of culture, people, and organisation. Nevertheless, four development phases can be methodically derived: aligning awareness, initial application, initial expansion, and continuous improvement.
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TOP Challenges for Entrepreneurs and CEOs
Entrepreneurs and executives who want to implement Enterneering must start at the point of understanding and awareness. They should read our section 'Elements @ Enterneering' first before jumping to implementation. Therefore our app is at its core drafted like an interactive knowledge book and the first lesson starts with the introduction at Elements @ Enterneering.
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Working On versus In Your Business
The professional experience shows, that many entrepreneurs are too involved in the day-to-day operations of their business. This means that they don’t spend enough time trying to sustainably grow the business. Numerous professional articles speak of a trap when entrepreneurs fail to work more 'on' their business rather than 'in' it. Successful Enterneering® (=Enterprise Engineering) is all about working 'on' your business. It is about the development of corporate culture and organisation as well as people management.
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Entrepreneurs and executives should have read these 5 books
Smart development of corporate culture and organisation as well as people management need the right knowledge and skills. There are different sources to gain this knowledge and a few exercises to train these skills. In our post, we are showing 5 books entrepreneurs and executives should have read.
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Poor Corporate Values = Limited Corporate Spirit
“It is not the content of a company’s values that correlates with performance, but the strength of conviction with which it holds those values, whatever they might be.” - Jim Collins, Author
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Knowledge is of no value…
In today's era, knowledge is no longer just the power of its owner, but an essential competitive factor for companies of all kinds. The knowledge of a company comprises of many complex elements and is strongly influenced by the knowledge of the employees in the company. It is not for nothing that the intangible assets of a company sometimes have a considerable influence on its market value.
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When transformational and evolutionary pressures collide
Professional enterprise engineering is particularly essential at present. In addition to classic drivers, such as business growth, market expansion, system renewal, modernisation and rationalisation, we are also experiencing the impact of external factors, such as climate and demographic changes as well as digitalisation, pandemics and, most recently, the consequences of the war in Europe.
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Who’s Actually Interested in New Work?
The world has been talking about New Work for years and yet many companies are struggling to make the necessary changes within their national or cultural frameworks. It is interesting that only a few of the so-called leading industrial nations make it to the top ranks.
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Escape Your Comfort Zone!
Step out of your comfort zone and embrace change and further development. If you aim to empower and motivate your organisation and its workforce to make significant changes, you yourself must feel empowered and motivated. The better you understand your personal habits and behavioural patterns as well as the strategies to successfully overcome your own hurdles on the way to change, the more successful you can be as a leader in facilitating change among others. Venturing beyond the comfort zone involves taking small but consistent steps. Anyone can cultivate this skill and many have already succeeded in doing so. In the end, some tend to return to their comfort zone because permanent change can be exhausting.
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Implementation of Enterneering® = ‘Chicken-and-Egg’ Problem?
For a successful implementation of Enterneering® within your company is advisable to adopt an approach that is as fully integrated as possible, in which the most important goals, tasks, and measures from Enterneering® are included with the other strategic goals and measures of your company as part of the regular corporate planning process. It is not advisable to implement Enterneering® as a parallel event, or in separate systems or processes. The higher the degree of integration of Enterneering® in the company's management system, the more sustainable the successes will be. <br> <br> To follow this recommendation, the company must have a suitable strategy and plan with which the goals and measures of Enterneering® can be integrated. What does this mean? And what should the corporate planning be like to enable a meaningful integration?
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Keeping Growth from Becoming a Threat
There are no growing pains, but rather a series of tough challenges and a significant amount of hard work. This is how many entrepreneurs and founders describe the process of building and expanding their businesses. However, real events in business practice tell a different story. In both start-ups and established companies, growth leads to change. And just as much as changes require active planning and execution in order to be successful, organised growth demands planning and implementation. Nevertheless, many companies encounter obstacles and stagnation precisely when they aspire to achieve the growth, they ardently desire.
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The Most Effective Talent Management (!?)
How does your company handle staffing? Do you still have fixed job profiles within relatively rigid organizational units for which suitable candidates have to be recruited or developed? Is your company one of those that find it increasingly difficult to fill numerous vacancies while also dealing with enormous structural change tasks? The VUCA world, in combination with the demographic distortions, leads to significant challenges in the areas of personnel and organization. Perhaps considering the step towards talent-oriented organization and talent-oriented people management could also be a significant developmental opportunity for your company.
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Low Involvement = Low Engagement
The VUCA world not only brings many changes and challenges for business organisations, but also many trend-like phenomena. But not everything in the corporate world is upside down. Not all principles and structures of past decades have become obsolete. Being able to recognise this and distinguish effectively is a skill that is becoming increasingly important, especially in the VUCA world. Entrepreneurs and managers should be able to recognise and assess which developments will lead to sustainable changes in organisations and working environments and which will swing more like a pendulum on a clock and then swing back again.
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About corporate culture
The development of corporate culture is one of the primary tasks of every entrepreneur, and this should be defined jointly by management and employees. Delegating this task to one individual or staff position and then measuring implementation success from ‘above’ or from the ‘side-lines’ cannot, by its very nature, lead to sustainable development. Successful entrepreneurs, therefore, will not leave the development of their company’s culture to chance or to the uncontrolled expansion of individual forces within the organisation.
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Enterprise + Engineering = Enterneering®
There are different ways for people at the top of organisations to meet the challenges of the 21st century. There are different priorities that can be set and just as many different skills, experiences and habits. Enterneering® is one approach for getting resilience by empowerment.
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