5.1 Prepare for implementation
Elements of Enterneering®/Implementation/Preparation
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Do you want to achieve resilience through empowerment? Do you want to engage in targeted and structured work on your company and address the issues of culture, people as well as the organisation? Then you probably want to practice Enterneering®.
Before you start implementing Enterneering® or its components within yourself or your organisation, you should be adequately prepared. Adequate preparation does not require any special training or education. We will explain briefly and concisely what we think is important.
1. Understand the essence of Enterneering®
It is important to understand that Enterneering® in general is not about personally implementing individual elements and their contents as an executive with entrepreneurial responsibilities. It also does not revolve around mastering certain methods or concepts to be applied with certainty. In essence, Enterneering® is about recognising and understanding interrelationships, modes of action, and interdependencies. It is about being able to empower, promote, and challenge one's organisation and its employees.
2. Reflect on your own role
Those who are at the top of a company or a large organisational unit have a specific role. Not only are there privileges attached to it, but more importantly, the obligations and expectations of other people. The key elements of this role are leadership, vision, setting an example, and passion. Therefore, effective Enterneering® should be initiated and driven from this position. One's own role, therefore, includes initiating, leading by example, and following through.
3. Stimulate awareness and need
Only those who are convinced of the need and benefits of implementing Enterneering® will be able to set the right priorities, convince others, and motivate them to adopt it. Those who allow themselves to be persuaded by third parties regarding the importance and value of such developmental measures against their inner conviction will most likely not be able to implement Enterneering® effectively.
4. Recognise the need for authenticity and consistency in thinking and acting
Delegation and decentralised work organisation play a major role in modern working environments. When implementing an authentic approach to Enterneering®, their utility is severely constrained. What matters here is the mindset and actions of the individuals at the top of the organisation. Acknowledging and embracing this unconditionally can be challenging, especially when operational or tactical tasks compete for one's limited capacity.
It is very helpful and strongly recommended to gain the Enterneering® app's corresponding contents (Roadmap/Table of Contents, chapters 1-4) before starting with the implementation. The less basic understanding and overview of the interrelationships as well as the meaning of the individual elements one possesses, the greater the likelihood of decreased efficiency in the implementation. However, the topic is too significant for such a low level of efficiency, and the capacities to be invested are too scarce and valuable.
Enterneering® from a process perspective
Enterneering® does not describe a one-off process, but rather the continuous work of company management on the further development and transformation of the company in its core areas of culture, people, and organisation. Nevertheless, four development phases can be methodically derived:
- Aligning awareness: When a company or its management consciously engages with the term Enterneering® and its targeted application for the first time.
- Initial application: Following the first step, when a dedicated practical implementation takes place for the first time.
- Initial expansion: When the topics prioritised in the initial application are supplemented by further topics or other topics in Enterneering®.
- Continuous improvement: When a transition to continuous application, improvement, and further development occur.
In these four phases, varying conditions prevail to some extent and different topics take centre stage. In addition, a specific form of empowerment of personnel and the organisation unfolds during these different phases, which impacts the subsequent periods. Effective Enterneering® should therefore never be seen as a self-contained or time-limited project, but as a process that is firmly anchored in the entire life cycle of an organisation.
☝ Get a more detailed explanation of the 'Enterneering® process' linked below.