"Crisis - What's that? How Hidden Champions get through crises untouched" - November 2020
Everywhere at the top levels one finds nothing but reactions – also in politics. The whole of Europe is deeply in dept. Animals, Climate and deceived people strike back because leadership elites show a high degree of inertia.
How do organisations deal with this actual crisis - and above all, what role plays team management during such profound transformation processes ? What new leadership structures are required in order to make it possible that these situations of crisis or, respectively, transformative stages can be fundamentally modified ? How can it be achieved that digitalization is essentially increasing the benefits of products and services and rendering enterprises more resilient against crises ? You will find answers to these questions given by the leadership transformation expert Prof. Günther H. Schust in his following article:
"Crisis - What's that? How Hidden Champions get through crises untouched".
I hope that my esteemed readers will be stimulated by this article to take everybody along and to support them in a way which enables them to join the tempi of the necessary radical transformation.
"Crisis - What's that? How Hidden Champions get through crises untouched" - November 2020 (PDF)
"Overcoming the crisis successfully - Time for a value-based leadership" - April 2020
There will be a time after the Corona Virus, a time which could start into a new future with a "reset". Companies, institutions and politicians should expand their knowledge and think about how to reposition themselves. Empathy, learning throughout life and sustainability should be given priority. In this context it would certainly do no harm to our civil society to reflect on value-based leadership and human resources.
"Overcoming the crisis successfully - Time for a value-based leadership" - April 2020 (PDF)
"Manager need a fast Mindset Change - to pass the Digital Transformation" - October 2019
It's particularly apparent, that human beings are very resistant to learning and changing. They only learn and change when pressure becomes too heavy and/or they have no other choice left. As well as executives use their positions for not having to learn anything new any longer. Thus less and less new knowledge is "produced" which the company and society urgently needs.
Thus, it is crucial for the progress of the company that executives and employees are able to anticipate customer requirements and environmental needs. The question in what the customer will be interested not tomorrow but the day after tomorrow (mega trends + solutions + new (digital + sustainable) technologies/systems + business models) dominates the competition.
The digital-technological change cannot be timely realized in a sustainable way, without a total paradigm change in the Neuronal-Brains (=DNA-Mindset) of Leaders and Human Resources, so called value based Double Digital Transformation according to Schust. Therefore, tomorrow's "new Leaders" will have to consist in establishing very important paradigm shifts.
I sincerely hope that my esteemed readers will be stimulated by this radical changes.
"Manager need a fast Mindset Change - to pass the Digital Transformation" - October 2019 (PDF)
"Intelligent Leadership in the digital Working World of the Future" - January 2019
The "digital revolution" is about to drastically transform the economy and the living conditions of many people. Creating new products,(AI-)systems and services and the application thereof allows people to lead an even more comfortable life. This, however, requires a radical rethink: The digital Revolution also needs a paradigm change in Leadership to reach the Value Proposition Impact (i.e. The valuebased Duplex-digital Transformation after Schust).
So the demands on Leadership Roles must be taken into consideration. I sincerly hope that my esteemed readers will be stimulated by my statement. Many thanks for your feedback.
Sincerely Yours,
Prof. Guenther H. Schust - Munich
Guest Lecturer and Alumnus Uni St. Gallen / Switzerland
"Intelligent Leadership in the digital Working World of the Future" - January 2019 (PDF)
"The Managers of tomorrow will be more successful -
when 're-thinking' the importance of leadership"
Time is running like crazy, and the environment people have to live in does not get any better, it becomes rather more costly, lacks emotion and is generally deteriorating ... Unfortunately, both leading managers and politicians fail to think about that. Tomorrow's leadership needs a paradigm shift for bringing people close to the pulse of events, to keep them there in order to prepare them emotionally for and support the necessary (environmental) changes and to acquire new skills in accordance therewith ...
Make sure to always identify the key employees and managers by considering the added value they create, i.e. what are the results they are expected to bring to the company by applying which capabilities and values. For doing so, apply scientifically founded Online Profiling Methods in order to avoid costly recruitment errors.
You can download this new article here as a PDF file.
"What it takes to be a 21st century leader"
This article has been uploaded in english under:
bookboon.com/blog/2014/04/takes-21st-century-leader
"An excellent article - and so is the book. What strikes me is that the 21st Century leader has the same challenges as the his/her predecessors had in centuries past - what has changed is the pace of change, the varieties of ways that leaders can communicate, in a multi-cultural world. The leadership lessons of the Art of War bySun Tzu (written around 500BC) aren't really that different from what can be found intoday's best selling management memoirs and texts.
Leadership is situational. Leadership and occurs at all levels literally from the individual learning to manage themselves to the global leader responsible for hundreds of thousands of people in every part of the world, Leadership is both a skill and a natural talent which becomes better with learning, doing, and being.
Ultimately, leadership is about bringing diverse individuals to achieve defined, common outcomes - if only for a few minutes or for a lifetime. The bigger and more diverse the organisation, the more complex the challenges. The article - and the book - communicate the why and "how to" very well, indeed."
-Lou Coenen
