The American economist Peter Drucker put it so nicely: “Culture eats strategy for breakfast!” Of what use is the most beautiful target picture and the most sophisticated vision if the team doesn’t pull along? Most transformations don’t fail because of technology or incomplete process maps. Creating the right culture mobilizes the required forces. This is a task for real leaders.
No, not even women. Of course, we all already got sucked up so much into a phone call that we can’t remember what happened on the road during the last 100km on the motorway. But we delegated the activity “driving a car” to our subconscious. This is not possible for activities that require our attention. We have to switch constantly and these set-up times stress us – as individuals and in teams.
A computer can only do multitasking if it has several identical parallel computing cores. Then an intelligent dispatcher controls the optimal utilization of the processors. Is there such a thing for teams?
Some must always have the latest version; others hide behind their paper newspaper. Our children grow up quite naturally with it and don’t know it any other way. In recent years, digitalization has turned things upside down: the distribution of knowledge, communication and the shaping of public opinion. It has swept across many sectors like a tsunami. For some, the water is still up to their necks.
A lot has been written about Agile. Many companies follow the trend and are in the middle of a transformation. Others believe that this is yet another hype that will pass. Younger developers know waterfalls only from hiking while experienced executives observe the revolution skeptically. There is hardly a topic that is currently more under dispute – as if it were a new religious war.
And indeed, Agile is rather a question of the mindset than about a delivery model.
Dealing with feedback is not easy. Neither for the giver nor the recipient. There are also cultural differences: While positive feedback is part of everyday life in some environments, there is a reluctance to provide open feedback particularly in hierarchical cultures.