The framework conditions in which companies and organisations operate today and in the future are changing continuously and at an ever faster pace. We live in the so-called VUKA world, which is characterised by high volatility, uncertainty, complexity and ambivalence/ambiguity. This means for people and organisations: We have to develop proactively.
For this purpose, we have methods and tools of organisational development at our disposal on the organisational level. As your consultant, I would be happy to support you in the central task areas of strategic and operative organisational development:
- organisational culture, organisational philosophy with the (re)formulation of a mission statement, including a "vision" and "mission" for your organisation
- Identification of the central values of the organisation and moderation of a process for value prioritisation
- Development or revision and implementation of management principles and a code of conduct ("Code of Conduct" or "Fairness Code of Conduct")
- Strengthening a culture of change and learning (including team development and project - kick off)
Organisational development as a fundamental transformation
We do not yet know what will change after "Corona". However, it is very likely that it will not be just minor cosmetic changes. In any case, the pressure to adapt or the development potential (depending on your point of view) for people and organisations is great. It is becoming apparent that for many companies and organisations organisational development towards a fundamental transformation makes sense.
My recommendation: Answer basic questions like these in the context of a future-oriented organisational investigation:
- Is your business model still successful in the future?
- Can you still produce and sell the same products in the next few years?
- What concrete economic, ecological, social and political challenges do you face?
To make your organisation fit for the future, there are various approaches and practical instruments for transformation:
- Identification and definition of your "purpose", your organisational goals and your business model through a reflection on meaning
- concepts of sustainability and sustainability reporting, e.g. the German Sustainability Code DNK
- Corporate Social Responsibility CSR: implementing responsibility and fairness strategically and operationally
- Integration of the Sustainable Development Goals SDGs of the United Nations, e.g. through CheckN
- UN Global Compact
- Public interest economy with the GWÖ balance sheet as a holistic tool for organisational development and transformation
"When the caterpillar thought the world was over... it became a butterfly."
New challenges for a sustainable organisational design
In addition to the digital transformation, companies and organisations are increasingly faced with the challenge of addressing ecological, cultural and social issues in a sustainable organisational design. There are signs that the "rules of the game" are changing. The framework conditions for organisations will be subject to a paradigm shift and a change in the required prioritisation of values in the coming years.
The pressure on companies will increase to assume responsibility for the social and societal effects of their own actions in addition to the necessary profit making. Companies will have to evolve in terms of organisation (structures and processes) and action, for example to meet the new requirements of ecological sustainability or corporate governance or corporate reporting (non-financial reporting).
Shaping your own future
In this development, companies and managers can become "driven" or make themselves into "creators in their own house". This is not just about limited change projects and not just about new work approaches "at eye level", but about a fundamental transformation. Companies will develop a different "soul" - or sooner or later will face massive internal and external acceptance problems. The transformation is not an end in itself, but to achieve an organisation that will continue to be successful in the future.
It must not only be about the "outside", but more importantly about the change within the people involved. It is about reflecting and developing our attitude, our values and a corresponding prioritisation of values: What is the important thing? What is the right thing to do?
Just as with the caterpillar and the butterfly, in the future the sense and purpose of companies will be questioned, and new orientations are likely to make sense here. Companies that are built on sustainability, fairness, public welfare orientation and responsibility will enjoy greater acceptance and attractiveness in the future.
The necessary transformation is a great opportunity for those companies that consciously shape this process and recognise potential early on.
Secure the future viability of your organisation today!
I would be happy to support you in the use of appropriate analysis and check-up tools.
Ulrich Wiek - Your consultant for organisational development