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Trilogy: Systemic Enterprise Development

Systemic Enterprise Development in three parts: Introduction and overview, scope and intensity based on 5 spheres of activity, and practical implementation based on a multi-stage process.

TOP Success Factor: Transformational Skills

In the digital VUCA age, transformational skills are a major key. They enable corporate organisations to respond reasonably to change, develop competitive solutions, adopt technology effectively, and foster smart collaboration. These skills include not only digital literacy, but also creativity, inspirational motivation, emotional intelligence, adaptability, and other crucial skills. Developing transformational skills is not just a question of further training. The effective development and expansion of these skills require transformational leadership and culture.

C-suite's role in effective transformation

'The biggest threat to overcoming transformative challenges is probably not starting with.' This quote was made in the context of a project workshop in Germany and refers to the assessment that numerous companies in this country will have to make enormous efforts to maintain their competitive position. Many of them describe their current situation as management in times of crisis. This should not be a reason for not initiating necessary change. Regardless of how big the uncertainties or the cost pressure are, they are not obstacles to starting the conscious transformation process, but rather manageable framework conditions.

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.

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.

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.