Guiding Strategic Change, Building future-oriented Operating Models, Cultivating Lasting Impact.
For over one year I’m now in my new position as an Organizational Transformation Companion at the Bosch Corporate IT in Stuttgart. Many things have changed in this amazing journey.
It’s a good time to look back and share my observations and learnings.
Let‘s begin with a little refresher on how this journey took shape.
Read more About my Journey to get there
It’s four years ago that I decided to join the new Connected Parking team and with this step, join the Bosch company after a fabulous time with car2go and moovel. I expected and hoped for an exciting and challenging time in a field as innovative as hardly another one in the current mobility sector. The idea to realize a vision was tempting: Make safe driverless driving a reality by using outside sensors instead of vehicle sensors.
A true Internet of Things (IoT) application!
Looking back, I can say that all my expectations have been exceeded by far – in an absolutely positive way. Now I’m moving forward. Continue reading “Moving on – Goodbye Automated Valet Parking”
Switching context slows me down. Inability to find a meeting with 3+ colleagues within 2 upcoming days tires me. Now it’s time to make an attempt to change that: I’m picking up the idea of a “themed week”.
That means I put my most prominent recurring activities into a weekly framework. Every day will be dedicated to a specific topic and activities centered around that. What does that look like for me?
A while ago I stumbled over an appealing idea: Use LEGO for calendaring. It makes planning across a team easier, delivers instant overview and adds a tactile element which makes the whole thing much more fun.
I did a quick research which showed that the idea is not brand new. Many people have created calendars by putting colored bricks on LEGO plates, but the most appealing one – how I find – is the one from a London agency “vitamindesign”. I quickly want to show you how that works.
[Update] This post from June 13th, 2013 came to mind due to a trigger lately. So I want to bring it to your attention. I’ve been re-structuring and updating it for you.
I’m writing this post based on experiences I had within the last weeks. Achieve clarity within our organization with good decision making and carry out a change in a constructive and sustainable way.
I’ve noticed both good and bad examples for a base skill I’ve taken for granted: Living decisions.
Keep on reading for my thoughts on staying authentic and building trust in your decision-making skills!
Making decisions in a complex environment can be tough. Having to make them might be a high pressure. That shouldn’t keep you from making them. In turn, I find it even more important to bring guidance into an organization with precise decisions when the environment resembles a jungle for everyone else.
Thanks to Lars for pointing me to this article. It’s a great insight on managing large teams over different locations efficiently. In his November 2012 article, Henrik Kniberg (also see my recent post from him introducing scrum) describes a team setup that combines scrum teams and keeps them interacting with each other.
It’s a challenge I’m currently facing as well setting up the new car2go and moovel development teams. I’ll definitely learn from that input for my further steps!
https://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify
This post “Your Innovation Problem Is Really a Leadership Problem” by Scott Anthony points out several aspects that can help make (or keep) your organization innovative, focusing on the leadership team’s responsibilities.
In daily business, I see two things that seem to be in contradiction by nature: The quality you need for operational excellence vs. ‘fail-fast-attitude’ you need to push future innovation. My favorite quote: “[…] leaders have to figure out how to manage two distinct operating systems: one that minimizes mistakes and maximizes productivity in today’s business versus one that encourages experimentation and maximizes learning in tomorrow’s business. It isn’t either/or. It is both/and. […]”
Insist on quality and encourage experimentation – while this might be conflicting goals, you definitely need to bring them together!
Full story at HBR
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