Development of the future
“In a rocking ship, those who stand still fall over, not those who move.”
Carl Ludwig Börne
Carl Ludwig Börne
“This has grown historically” or “we’ve always done it this way” are widespread in small and medium-sized companies. Such mantras are dangerous for the continued existence of companies, considering the 4th industrial revolution, ever faster innovation cycles and global expansion opportunities through open markets. If you want to grow, you have to take a holistic view and develop a willingness to act. Working, selling and developing from anywhere requires adapted structures and processes. New, previously unimagined business areas are becoming possible and in some cases even necessary in order to continue to exist.
Movement & innovation
01. Courage to develop
Determine the starting point
The most important questions at this point are: Where or what do you want to develop (further)? And above all, why? Does your external appearance (corporate design) no longer suit you or are there even deeper issues, such as processes or even certain strategies? Maybe you would also like to get to the bottom of the opportunities in new business areas or products or services? Once we know the starting point, we only know where we can start.
02. Perceive the environment
Objectives and basics
At this point the concrete work begins. Usually starting with a workshop, we find possible obstacles, initial solutions and courses of action that may already have an impact on other areas.
03. Steer the train
Communication & actions
The direction is now clear. How and in what way can this development be realized? Who or what does it take for the project to be successful? Who can or even have to involve? How do you communicate the new direction and what should happen next?
04. Integrate experience
Organize development process
Development is work. Especially when it comes to profound issues, it is not enough to say: “This is how it is now”. Changes have a far-reaching impact on other areas. These in turn must be integrated into the development process. Stringent development also requires further development in other areas. Are linked processes still effective now? Do sub-strategies or work processes also need to be adjusted?
05. Get started
Train and internalize
Now what you know and can do is always preferred. It's just easier to do out of habit. While new things can often initially make you uneasy, they quickly turn into curiosity, interest and enthusiasm. The prerequisite for this is that the changes are known, understood and practiced.