In general, corporate culture is understood to be a system of shared patterns of thinking, feeling and acting as well as the norms, values and symbols that convey them within a company. […]
Cause-and-effect relationships are helpful when it comes to understanding relationships in a company and getting a grip on complexity with the help of key influencing factors. With all the variety that can be there; an “axis” is stable: A compelling place to work (employee focus) – a compelling place to shop (customer focus) – a [...]
Our society is changing incessantly and at increasing speed, and the corona pandemic does not change that. Our life is difficult to imagine without technology and artificial intelligence, and those who refuse to do so may miss the boat. But where are the technical achievements really taking us, and with what purpose are they being [...]
Shortly before the beginning of 2020, I dealt with the question: When will strategic HR come and close the evidence gap? A few weeks later, Covid 19 overshadowed (almost) everything. Nevertheless, there is increasing pressure on human resources to develop from an operational, administrative function to a strategic, transformational function in the company. [...]
In the middle of Advent 2020 – the corona pandemic still has us fully under control, Christmas shopping is mainly at Amazon – the review of the year that is ending also begins. In this post I look back on projects in large and medium-sized companies, industry experiences – mainly services, energy, industry, as well [...]
The past few months have not made the spread or deepening of the topic of workforce analytics (WFA) – or people analytics – any easier, although the alignment of resources is currently very important and of immense importance for future competitiveness. Why is that? Is there too little data? Do we lack sufficient expertise in [...]
Organisational Development (OD) should be implemented on all three levels of the St. Galler Management House − normative, strategic and operative. There is no either-or but only an as-well-as. From this perspective − in accordance with the title of this post − OD is much more than employee participation and change! […]
In the last few months I have taken Daniela Kudernatsch’s strategy execution benchmark study to hand and used it to “mirror” ongoing projects. This gave rise to five essential claims. I already set out three in September; This article is about two more. […]
With the restructuring of a company good and bad news often go hand in hand: while layoffs and adjustments in customer and product segments are often the case, a company after a properly executed restructuring achieves lasting sales and profit increase and creates new jobs. […]
Organisational Development (OD) is a general term for a planned, systematic and goal-driven shift in the organisational structures and processes as well as the behaviour of the employees of a company. On the one hand, it is supposed to improve the company’s performance while, on the other hand, it supports the development of every single [...]
