Home Office – Diepresse.com
Thomas Pisar – satirical – about leadership and led. Episode 10.
Schwenk is angry. In 2015, as a manager, he wanted to send all of his employees to the home office with a vision. Schwenk was firmly convinced that this was the right step in the sense of employee satisfaction. He had discussed the management for a whole year. A whole year argued with the staff representative. Brothers of the concept of another year. In 2019 the time had come. Schwenk had a vision. The rollout towards Home Office started. At the end of 2019, the rollout rate was 37.4 percent and the project had hardly made any progress. It stelled. It didn't go on. The project was dead, mouse dead. It was December 2019.
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Schwenk is angry. Now is March 2020 and this stupid corona crisis comes around the corner. All employees go to the home office within one day. All of his employees. All of the group. Couldn't this damn corona crisis have come half a year earlier?
Learning
- Every thing has its time. In the worst case, the best initiative at the wrong time means that it is buried for a long time. The framework conditions are much more decisive than the content itself.
- In 2015 Schwenk has no (strong) problem that he can articulate that is solved with Home Office. It is his will alone.
- In 2020, every employee is affected by Corona and is legitimately concerned about your own health. You can hardly generate more concern. The willingness to change is no longer a problem.
- No change without a problem.
- If change processes take too long, they also lose speed. Who wants to go through pain very, very slowly?
- We cannot control the great influences of our time (Corona, global economy, AI and much more). We can only react to it. Those organizations that best position themselves will have a competitive advantage.
Have you ever been caught in a change process where there was no problem or just one that she didn't affect personally?
Have you ever tried to make a change to a goal because you personally like the goal, the solution, but did not solve a real problem with it?
How did you do about it?
Feel free to leave us your questions, thoughts and comments in the comments or in a personal email.
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Thomas Pisar, a doctorate in physicists, who worked as a manager at A1 for many years, keynote speaker and consultant for change and transformation, tells a short case study every week, similar to how it actually happened, presents Learnings and asks questions about further thinking.
