This author has not written his bio yet.
But we are proud to say that Janka Krings-Klebe contributed 48 entries already.
Is the relentless pursuit of efficiency and productivity enough to ensure long-term success in today’s rapidly changing business landscape? Led by the development of Taylorist management systems, there has long been a focus on efficiency and productivity. While these systems have been successful in improving efficiency and productivity, they often come at the expense of […]
In a world that’s changing faster than ever before, businesses need to adapt or risk falling behind. The old hierarchical structures are no longer sufficient to keep up with the increasing pace of change. To thrive in today’s market, companies need to embrace a new model of organizational structure: the hyper-adaptive organization. This new paradigm […]
Digital transformation is a process of rethinking and adapting a company’s strategy, culture, and operations to leverage digital technologies and meet rapidly evolving market demands. This transformative journey consists of digitalization (the process of converting analog information into digital format) and transformation (preparing the company for future business). A successful digital transformation enables companies to […]
Digital platforms and their ecosystems are outgrowing all other businesses, usurping their market position, commoditizing their products, slowly squeezing them out of negotiating power and hijacking their profits. Or not? Is there a way to escape their grasp? Some kind of strategy for long-term success? How about this: Stop dancing around them. Dance with them instead.
Management, as taught at business schools, is on the way to irrelevance. Today it no longer solves problems. It creates them. So-called “best practices” of management have caused a multitude of problems that only became apparent with a delay of decades, but now they are making themselves felt with force. They fall short in dynamic market environments. They stifle innovation with bureaucracy and rigid processes.
There is a world of difference between increasing efficiency in existing business and developing the company for future business. And yet these approaches are mixed up in the discussions surrounding digitalization and digital transformation. As a result, ideas and expectations diverge accordingly. And there is correspondingly great uncertainty about the extent and significance for one’s own company. This article provides a very pragmatic distinction between digitalization and digital transformation and uses examples to show how implementation can be successful.
Open business ecosystems are not limited in their possibilities. Flexibility and speed in cross-company collaboration is what distinguishes them from other business setups, making it simple to quickly grow promising innovations to profitable size. In practice, corporations struggle in participating in those ecosystems and setting up joint business operations. Their management and governance practices are not build to adapt to the required speed and flexibility.
European industry is under threat from massively growing uncertainty. Trade tariffs, technological disruptions and fast-moving competitors on digital steroids cut deeply into predictions about business development. German managers report that their decisions can’t keep up with the pace of change in their business environment; they feel as if they have lost control. Uncertainty is so […]
New event format accelerates build up of business cooperations. Business opportunities in Israel, the possibility to meet high tech startups from Israel and to initiate business cooperations with them – this attracted international investors, companies from southern Germany and the Israeli Ministry of Economy and Industry to the urbanharbor in Ludwigsburg on June 7th. Organized […]