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doubleYUU – Wir machen digitale Transformationen. Erfolgreich.

This document discusses leadership approaches and examples of giving employees more freedom and autonomy. It provides examples of companies like CoreMedia that have adopted self-organizing approaches. It also discusses balancing hierarchies with networks, setting goals and values as a framework, and allowing for creative deviations from the norm.

Empresariales Tecnología

© doubleYUU | January 30, 2015 | 1
Leadership 2.0:
Die Kunst loszulassen
Praxisbeispiele
Dr. Willms Buhse
Hannover, 10. November 2010

© doubleYUU | January 30, 2015 | 3
Demokratisierung

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Beispiel:
CoreMedia

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Selbstorganisation

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Vernetzung
in der realen
Welt:
OpenSpace

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Feedback

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Am Entstehungsort

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Reflektionsschleifen

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Feedback an
Top-Management

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€ 343.500

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Spielerischer
Wettbewerb

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10 % Freiraum
für alle

© doubleYUU | January 30, 2015 | 21
Systemische
Müllabfuhr

© doubleYUU | January 30, 2015 | 22
Meine Learnings:
- Arbeiten am System ca 25%
- Disziplin und Zuverlässigkeit
- Nicht den Kunden aus den Augen verlieren
- Stärken stärken – Fehler feiern
- Management wird deutlich anspruchsvoller

© doubleYUU | January 30, 2015 | 23© doubleYUU | January 30, 2015 | 23
Intelligentes Wechselspiel zwischen
Hierarchien und Netzwerken

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Rahmen setzen

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Ziele & Werte

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Kreative
Abweichungen

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Einige doubleYUU-Kunden:
Einführung von Web 2.o für Unternehmen

© doubleYUU | January 30, 2015 | 29
@ahoibrause
w@doubleyuu.com

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„Digital Leadership: Zwischen Freiheit und Verantwortung – Führung zu Agilität und Selbstorganisation.“ Auszüge der Keynote, die Dr. Willms Buhse am 5. Mai 2022 auf der Online-Konferenz work2morrow von SPIEGEL und heise Academy gehalten hat. Die Präsentation führt durch wichtige Aspekte des Themenkomplexes Digital Leadership und erläutert anhand der der Management-Methode Objectives & Key Results (OKR) warum erfolgreiche Leader anders denken – vor allem im Kontext der digitalen Transformation. Auch das von Dr. Willms Buhse entwickelte VOPA-Prinzip ist einer der Schwerpunkte. Hier geht es in erster Linie um Leadership basierend auf den Werten des Internet: Vernetzung, Offenheit, Partizipation und Agilität. Weitere Infos zu diesen Themen auf www.doubleyuu.com

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Wer heute Führungsverantwortung trägt, lebt in aufregenden Zeiten. Die globale Netzkultur prägt Wettbewerb und Gesellschaft – und damit die Menschen, die in Unternehmen arbeiten oder irgendwann einmal dort arbeiten sollen. Zugleich eröffnet sie Unternehmen die Chance, selbst dynamischer und kreativer zu werden, kluge Köpfe neu zu begeistern und das Beste aus den Menschen herauszuholen, die dort arbeiten. Das gelingt allerdings nur, wenn auch im Unternehmen Werte wie Offenheit, Transparenz, Interaktion, Partizipation und Agilität, wie sie auch das Netz prägen, gelebt werden. Veraltete Führungskonzepte, die lediglich auf Macht und Hierarchie, nicht auf Kompetenz oder der Fähigkeit, andere zu überzeugen, fußen, stoßen an ihre Grenzen. Erfolgreiche Leader müssen nicht befehlen. Sie definieren zwar strategische Ziele, aber inspirieren auch und schaffen ein Umfeld, das Kreativität, Inspiration und Innovation fördert. Welche inspirierenden Beispiele gibt es für Entscheider, die angesichts der radikalen Umwälzungen in der globalen Wirtschaft klug die Weichen in Richtung Zukunft stellen statt krampfhaft versuchen, an Altem festzuhalten? Wer hat es geschafft, eine von Partizipation, Offenheit und Transparenz geprägte Management-Kultur zu verankern und die Chancen, die Interaktion und Vernetzung bieten, zu nutzen? Wir suchten für den LIDA-Award 2011 einen erfolgreichen Macher, der maßgeblich dazu beigetragen hat, sein Unternehmen auf eine vernetzte digitale Welt vorzubereiten und damit die Grundlagen für den nachhaltigen Erfolg des Unternehmens geschaffen hat. Er hat es geschafft, eine Organisation nach Außen zu öffnen, ihr den Esprit, den Enthusiasmus, den Erfindungsreichtum, die Leistungsbereitschaft, den Unternehmergeist und die Motivation eines Startups dauerhaft einzuimpfen und sein Unternehmen so auf einen neuen Weg gebracht. Der Gewinner des LIDA-Awards 2011, Vineet Nayar, CEO vom indischen IT-Riesen HCL, stellt sich der Herausforderung, mit seinem service- und innovationsorientiertes Unternehmen im globalen Wettbewerb eine führende Position einzunehmen. Mit originellen, fast schon radikalen Methoden mobilisiert er die Mitarbeiter und sein Managementteam. Hinter dem Prinzip: „Mitarbeiter zuerst“ verbergen sich die drei Säulen der neuen Enterprise 2.0-Managementstrategie: Transparenz, Offenheit und Kommunikation innerhalb des Unternehmens. Gelebt in offenen 360°-Feedbacks, einem Ticketsystem, der Vertrauensbezahlung mit Innovationsbonus und Mitarbeitergremien zur Mitbestimmung erreicht Vineet eine Vertrauensbasis im Unternehmen, die sich in Dollar und Cent beweist. In dieser Session geht es darum: - vom Gewinner 2011 zu lernen - und geeignete Kandidaten für den LIDA-Award 2012 zu finden

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doubleYUU – Wir machen digitale Transformationen. Erfolgreich.

Gemeinsam mit dem Branchenmagazin automotiveIT, der Universität St. Gallen und T-Systems habe ich am 17. Juni 2010 einen AutomotiveReloaded OpenSpace veranstaltet. Teilnehmer waren kreative Querdenker und Visionäre aus Industrie und Wissenschaft Mit ihnen haben wir Themen diskutiert wie: * Wertschöpfungsnetzwerke in der Automobilindustrie * Auto im Netz (Themen zum Auto im Internet) und Netz im Auto (z.B. Internet im Auto) in der Gigabyte-Society * Vernetzung von Informationen vom Auto (zu anderen Autos, zur Werkstatt, etc.) * Vernetzte Branchen: Automotive und Energie oder mit dem öffentlichem Sektor * Vernetzung, Collaboration und Open Innovation von Unternehmen * AppStores, FaceCar, iCar, GreenCar und …. Dabei waren Manager, Experten und High Potentials fast aller großen Automobilunternehmen sowie zahlreicher Zulieferer, Wissenschaftler und Digital Natives. Diese Präsentation habe ich zur Insiration zu Beginn als keynote gehalten - sie zeigt den Effekt von Vernetzung - Offenheit, Transparenz und Sharing - und die Potentiale für die Automobilindustrie auf.

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Dank des Personaldienstleisters Hays bespreche ich jetzt Enterprise 2.0 an sieben Standorten in Deutschland. Jedes Jahr veranstaltet Hays zu einem spannenden Thema ein Forum. Letztes Jahr war beispielsweise Anja Fichtel, Autorin und Preisträgerin des Wirtschaftsbuchpreises „Alles außer gewöhnlich“ zu sehen. Und dieses Jahr hat es nur zu mir gereicht - dafür sind die Locations schön: Schokoladenmuseum in Köln, Haus der Bayerischen Wirtschaft, Mercedes-Benz-Museum in Stuttgart, die Nationalbibliothek in Frankfurt oder in der Neuen Mälzerei in Berlin. In meinem 60 min Vortrag vergleiche ich Unternehmen mit dem Lehnswesen im Hochmittelalter und der Fließbandproduktion aus der Jahrhundertwende, beziehe mich auf Taylorismus und überlege was Unternehmen von der Musikindustrie im Internet lernen können. Es geht um Case Studies wie Dell, IBM, CIA und CoreMedia. Und ich spreche über eine von mir mit-initiierte Initiative DNAdigital im Rahmen des 3. IT-Gipfels und wie man sich für die Internetgeneration engagieren kann. Das Buch zum Vortrag: Buhse, W. u. Stamer, S.: Enterprise 2.0 – Die Kunst loszulassen, 2. Auflage. Ein Buch mit Fachbeiträgen namhafter internationaler Autoren wie Don Tapscott, den Harvard-Professoren Andrew McAfee und David Weinberger sowie Case Studies von Nokia, SAP, Vodafone. Ein paar Details zur Veranstaltung: Mit Web 2.0 zu flexiblen Unternehmensnetzwerken Immer mehr Unternehmen realisieren ihr Wissensmanagement mit Hilfe von Web-2.0-Technologien wie Wiki, Blog und Mikro-Blogging. Offene Strukturen erleichtern den Zugang zu gemeinsam genutztem Wissen, dadurch wird die kollektive Intelligenz optimal genutzt. Doch nur wenn sich auch die Kultur des Unternehmens durch ein Loslassen von starren zu flexiblen Hierarchien und von Kontrolle zu Selbstverantwortung weiterentwickelt, kann ein erfolgreiches Enterprise 2.0 entstehen. Bislang setzen deutsche Unternehmen Social Software kaum abteilungsübergreifend ein. In einer von CoreMedia in Auftrag gegebenen Studie „Enterprise 2.0 in Deutschland“ untersuchte das Unternehmen die Nutzung und Einschätzung von Web-2.0-Technologien in wissensintensiven Wirtschaftszweigen. Dabei wurde deutlich, dass zwar etwa die Hälfte der Befragten glaubt, dass Web 2.0 künftig zum Unternehmensalltag gehören wird und einzelne Abteilungen es nutzen. Das kollektive Wissen des gesamten Unternehmens wird allerdings erst dann optimal genutzt, wenn Social Software unternehmensweit zum Einsatz kommt. Denn Wissensmanagement kann nur funktionieren, wenn alle daran teilhaben – sowohl die Mitarbeiter als auch die Unternehmensführung. Wissensmanagement 2.0 ist nicht nur Software allein Heute bestimmen nicht mehr Standorte, Abteilungen und Dauer der Unternehmenszugehörigkeit die Zusammenarbeit, sondern die Orientierung an gemeinsamen Interessen und Werten. Der Erfolg basiert dabei nicht allein auf einer technischen Infrastruktur, sondern auch weit mehr noch auf der Fähigkeit, das informelle Netzwerk zwischen Mitarbeitern, Partnern und Kunden gezielt und sinnvoll zu nutzen. In diesem Prozess stand vor allem der Paradigmenwechsel von weniger Kontrolle hin zu mehr Kooperation im Mittelpunkt. So finden Meetings der Geschäftsführung seither z. B. öffentlich statt. Zudem bekommen die Mitarbeiter nun Zeit eingeräumt, in so genannten Peer Groups eigene Ideen vorzustellen und bei Interesse mit Kollegen weiterzuverfolgen. So entstehen nicht nur wertvolle Innovationen, diese Maßnahmen fördern in erster Linie auch und sogar die Kultur des selbstbestimmten Arbeitens. Eine besondere Form des Wissensaustauschs findet bei einem so genannten Open Space statt. Hier kommen alle Mitarbeiter, aber auch Partner und Kunden für einen Tag zusammen, um frei von Hierarchie und Strukturen Wissen zu teilen und Ideen zu diskutieren. Daraus ergeben sich oftmals interessante Projekte, die anschließend im Team weiterverfolgt werden.

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