The Strategy Challenge

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The Strategy Challenge

How can companies develop their strategy or implement an existing one more efficiently? The basis for starting strategy development involves examining essential questions about the future and evaluating how the company will be affected. By including managers and employees in the process, a solution culture is generated which extends beyond conventional delegation. Dieter Dier, speaker at the INTERCHANGE '15, about the strategy challenge.

What is the greatest challenge with regard to the strategy of a company or division?

Developing the strategy or implementing it? Several companies develop a corporate strategy themselves or with the assistance of external consultants. However, many fail in its implementation. In our view, there are two primary reasons for this:

  1. The strategy was developed behind closed doors, considered the boss's job or even "developed after complex analyses" by external parties. The goals and measures for strategy implementation do not sufficiently trickle down to employees, and the organization cannot connect to the new strategy. Neither the goals nor the measures are worked out adequately. There is not enough transparency to offer concrete action options for the operative levels. There are too many loose ends.
  2. The developed strategy is inflexible and cannot respond quickly enough to changes in markets, technologies and environments. The initial innovative energy often transforms into an appeal to do ever more of the same at an ever faster pace. More and more often, momentum must come from "above" in order to impel those "below" to continue.

In other words, the approach lacks an integration into the organization and developmental dynamics.

The challenging aspects of strategy development are the creation processes and their implementation. An integrated strategy process is needed, one which ensures the participation of the implementers as well

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The First Time – Hurray, I’m the boss now! What makes new managers leaders

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The First Time – Hurray, I’m the boss now! What makes new managers leaders

Suddenly, everything has changed! The employees don’t treat you like a colleague anymore, superiors suddenly expect so much more from you, and then you place yourself under pressure, too. Meeting all expectations is an art form that nowadays unfortunately is often only learned through years of experience. In order to reduce the anxiety and stress of new managers, the teaching of management behaviour and the use of tools and resources provide a solid start to navigating safely through the challenges of everyday management.
In the education of young people, personnel management often plays only a minor role, if any at all. With the best business and technical education in their pocket, they are often met with

a great challenge for which they are largely unprepared. This repeatedly leads to situations where young managers, lacking alternatives, orient themselves toward successful superiors. There is nothing wrong with that per se. However, the question is: Does that represent personal leadership style, or must the imitator invest a disproportionately large amount of energy in being a credible copy? Wouldn’t that energy be more usefully expended elsewhere? Behaviour that is contrary to one’s own values and personality structure costs enormous amounts of energy and leads to frustration and a decline in performance, for the new manager as well as his or her colleagues. The initial enthusiasm of the new person often disappears quickly. Energy and enthusiasm for the task at hand diminish and create resistance.

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