Things are stalling in digitization. They are not getting anywhere.
You have the feeling that somehow you could be further along than you are at the moment:
- You could be much more innovative than you are experiencing.
- Your new systems have become far too complex, new processes overtax you more than they benefit you.
- the so obvious, appropriate agile method is simply not accepted.
- the departments do not want to work together to build up AI and hold back their data and knowledge
- despite good will, digitization workshops hardly show any effect and have to be repeated several times without results due to differences of opinion.
- despite excellent project design, a change program gets stuck in human resistance during implementation.
But why? I offer you answers and solutions.
Besides, you're experiencing that you're
- unfortunately have no resources left to identify and integrate the benefits of the modernization projects you have completed into your everyday life. External consulting is unnecessarily protracted.
- that valuable data is missing on your brand-new overall system, even though an excellent IT consultancy was commissioned by you to completely set up this new platform.
- you find a bad mood in the company.
What are these "problems" that are difficult to grasp?
The problems result from human and not from technical or methodical reasons.
The experts in the specialist departments, your managers, IT and management, react largely unconsciously.
In my experience, the importance of unconscious actions is still very much underestimated. Dealing with it and understanding the connections and interactions is the key to success.
The unconscious parts of the basis, e.g. the experts, have been waiting for some time for recognition and above all for orientation on the part of your managers and top management.
As soon as this authoritative feedback is missing, a very powerful, subliminal resistance of these humans develops. This resistance is transferred to all digitization projects, and has enormously slowing effects, as the problems described above express.
Experts react completely naturally and from a neurobiological point of view absolutely comprehensible and healthy in the sense of self-protection.
The question of guilt does not arise; what interactions in the organisation's relationship system have contributed to this dilemma?
Announcements of the executive board, the divisional or departmental management, checklists in project management, arranged change programs, crisis talks... help only very briefly, only heal symptoms and afterwards strengthen the resistance effect even more. The problems return again.
In times of digitalization, you need the effectiveness of change projects, of agility. You need all data centrally in good quality in lean processes and simple systems. You want to start with "artificial intelligence". And you need satisfied experts, so that they find their access to your innovative power, to your speed, and so that you can react flexibly together in times of rapid change and survive in the market.
It is precisely in this process of making these interactions transparent and changing them in a sustainable way that I support you with my special offer.