Why We Started The Futureproof Botcast
If you’ve ever survived a corporate meeting where someone read every bullet point on a slide – slowly, with feeling – you’ll understand why …
About Janka Krings-Klebe
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But we are proud to say that Janka Krings-Klebe contributed 48 entries already.
Entries by Janka Krings-Klebe
Into the Unknown: Letting Leadership Emerge
/in Antifragile Organization, LeadershipInComplexityWe live in a world that seldom behaves as expected. Despite endless calls for better leadership, the pace and complexity of change now routinely outstrip the ability of any one person – or plan – to provide certainty. Perhaps it’s time to ask a quieter question: What if it is not better leaders we need, […]
Why We Wrote The Antifragile Organization
/in Antifragile Organization, Book, Business Ecosystems, LeadershipInComplexityFor the past several years, we’ve worked with leaders and teams navigating the space between what was – and what’s trying to emerge. Across industries and regions, the pattern has been remarkably consistent: The old architecture of control no longer fits. But the alternative still feels elusive. We wrote The Antifragile Organization: From Hierarchies to Ecosystems to name that space – and to offer a map. Not a blueprint. Not another maturity […]
From Control to Coherence: How We Build What’s Next
/in Antifragile Organization, Business Ecosystems, LeadershipInComplexityMost organizations are still built like machines. But the world now behaves like a living system—fast, fluid, and unpredictable. To thrive, we need more than efficiency. We need ecosystem intelligence. Here’s what that really means—and why AI is only part of the story. We were trained to optimize. Now we must learn to orchestrate. For […]
Are You Ready to Let Go of Control?
/in Antifragile Organization, LeadershipInComplexityIs anyone really surprised? A recent Gallup study found that 78% of employees only do “service by the book,” meaning they perform the bare minimum required of them. Even more alarming, only 9% of employees in Germany are highly engaged in their work, marking a steep decline from previous years. And despite the foreseeable call […]
Beyond the Marble Arch – Where Culture Really Happens
/in LeadershipInComplexityThe values and culture of a company are not defined by the hollow statements engraved in marble at the entrance. You can write anything on the walls: “Respect,” “Transparency,” “Accountability.” But true culture is not found in mission statements; it reveals itself in daily interactions. It emerges where real-time decisions are made – in the […]
The Collapse of Control
/in Antifragile Organization, Business Ecosystems, Digital TransformationFor decades, traditional management approaches operated under the assumption that companies were neatly enclosed systems, places where precise planning and rigorous control could yield predictable outcomes. This thinking, rooted in the Taylorist paradigm, held that if the world outside the organization shifted, internal planning and reporting structures would still move more quickly, maintaining control and […]
Exploring Haier’s Ecosystem Evolution: Insights from the RenDanHeYi Model Forum 2024
/in Antifragile Organization, Business Ecosystems, Enterprise AgilityIn my latest article for the Business Ecosystem Alliance, I delve into Haier’s transformative journey from a network of autonomous Micro-enterprises to interconnected Ecosystem Micro-Communities (EMCs). This evolution underscores the company’s commitment to collaborative problem-solving and value co-creation across diverse sectors. Key initiatives like COSMOPlat, Hai Na Yun, and Incaire exemplify Haier’s approach to integrating […]
The Evolution of Business in a Highly Interconnected Global Network
/in Antifragile Organization, Business Ecosystems, Enterprise Agility, LeadershipInComplexityFor much of history, business organizations were shaped by the limitations of communication and transportation. These constraints led to hierarchical structures with centralized decision-making, clear boundaries, and well-defined roles. Companies operated in relative isolation, focused on local markets, and relied on top-down management to control resources and information flows. Competition was the driving force, and […]