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McKinsey: Top 10 Business-Beiträge von 2012 February 5, 2013

Posted by Wolfgang Tonninger in Business, New World of Work, Studien, Trends, User-Experience, Wertschöpfung.
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Egal, ob Sie CEO oder CIO sind, ob sie verkaufsorientiert denken oder marketingorientiert (was ganz nebenbei eine ziemlich dämliche und von erfolgreichen Unternehmen längst in Frage gestellte Unterscheidung ist), in den Kinsey Top 10 Beiträgen finden Sie jede Menge Denkanstöße.

Eine Leseempfehlung für Manager: How leaders kill meaning at work – eine Analyse von Fallen und Irrwegen.

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Falle 1: Widersprüchliche Signale – was zwangsläufig zu sogenannten Double-Bind-Situationen führt, die irritieren und verunsichern. “Most likely, your company aspires to greatness, articulating a high purpose for the organization in its corporate mission statement. But are you inadvertently signaling the opposite through your words and actions?”

Falle 2: Kurzatmige Strategien – die dazu führen, dass man neuen Ansätzen keine Zeit gibt, sich zu bewähren. “In practice, we see too many top managers start and abandon initiatives so frequently that they appear to display a kind of attention deficit disorder (ADD) when it comes to strategy and tactics. They don’t allow sufficient time to discover whether initiatives are working, and they communicate insufficient rationales to their employees when they make strategic shifts.”

Falle 3: Blindes Scorecarding – führt dazu, dass Bereiche gegeneinander arbeiten und die Koordination abhanden kommt. “When coordination and support are absent within an organization, people stop believing that they can produce something of high quality. This makes it extremely difficult to maintain a sense of purpose.”

Falle 4: Unattraktive oder total überzogene Ziele – und das Engagement wird ausbleiben. “At some companies, however, such statements are grandiose, containing little relevance or meaning for people in the trenches. They can be so extreme as to seem unattainable and so vague as to seem empty. The result is a meaning vacuum.”

Wie in den meisten Fällen gibt es auch hier keine 0815-Antworten, um all diese Fallen zu umgehen. Aber es gibt ein paar Fragen, die auf den richtigen Weg führen.

When you communicate with employees, do you provide strategic clarity that’s consistent with your organization’s capabilities and an understanding of where it can add the most value?

Can you keep sight of the individual employee’s perspective?

Do you have any early-warning systems that indicate when your view from the top doesn’t match the reality on the ground?

Übrigens: Das pdf zu dem McKinsey Artikel finden Sie hier.

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Comments»

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