‘It is a fundamental mistake when companies with leadership problems, with inconsistent or exhausting management use incentives or well-being measures as a last resort instead of changing their leadership style or culture.’ – The Enterneers® Why Well-being and Incentives Cannot Replace a Strong Leadership Culture
Successfully transforming a company with deep impact in the areas of culture, people and organisation requires more than just the definition of a responsible body or the delegation to external consultants. This form of further development means far-reaching changes that need to be planned, structured, and aligned within the executive team. The complex challenges entrepreneurs and executives face today have never been so dynamically diverse, so globally linked and so relentless. Constantly high rates of change, geo-economic upheavals, social and political unrest, health and supply crises, climate and demographic change. All of these and other effects require extended leadership.
Special conditions for students
Become a registered university / education institute enabling your students to easily utilise the available discount for the Enterneering® app, including the self-study course 'Enterneering® Fundamentals (E I)' and exam.
Successful enterprises will need smart enterprise leaders who know how and when to perform traditionally and when to transform horizontally, across the broader enterprise system. At its core, Enterprise Leadership 5.0 transcends the borders and interests of its products, processes, functions, and even its leaders to create lasting value for the whole enterprise and its connected ecosystem.
Enterneering® is not a product, a method, and a tool! Enterneering® is a discipline, a field of activity that is specifically dedicated to working 'on' the enterprise system. It therefore reflects one of the core tasks of an entrepreneur or executive with entrepreneurial responsibility. Get to know the 5 spheres of activity in Enterneering® and adjust your approach more effectively.
In the digital VUCA age, transformational skills are a major key. They enable corporate organisations to respond reasonably to change, develop competitive solutions, adopt technology effectively, and foster smart collaboration. These skills include not only digital literacy, but also creativity, inspirational motivation, emotional intelligence, adaptability, and other crucial skills. Developing transformational skills is not just a question of further training. The effective development and expansion of these skills require transformational leadership and culture. Do you know the difference between digital transformation and transformation in the digital age? Many companies, industries, and in some cases, even entire economies, are under enormous pressure to transform. While digital transformation refers to the comprehensive process of change resulting from the availability of ever more powerful digital techniques and technologies, transformation pressure in the digital age refers to…
'The biggest threat to overcoming transformative challenges is probably not starting with.'
Executives who thinking of involving external experts in enterprise development should start at the point of understanding their own needs and situation. They should at least enable themselves to define the matter of purchase and determine the conditions and quality of supply. Otherwise, such projects can quickly mutate into self-commissioning by the contractor, where the effort-benefit ratio and conformity with objectives are determined by others.
Rarely has the pressure for change been as great as it is today, across borders and in almost every industry and sector. The 21st century will be massively shaped by the combination of disruptions in labour markets, resource supply and technological development cycles, as well as the consequences of climate change, pandemics and war. Entrepreneurs and CXOs must actively and consciously face this, and shareholders must ensure that this happens. The biggest obstacle on this path is dealing with the necessary change. Two simple but seriously answered questions can be the key. Many countries and labour markets are experiencing chronic shortages of both labour and talent. Yet many organisations have failed to make the transition from traditional employment, career and development models to consistently meaning- and talent-driven ones. Many of them are not even on a recognisable path towards a more people-centred approach. Instead, they try to retain people and motivate them to perform by…
Systemic Enterprise Development in three parts: Introduction and overview, scope and intensity based on 5 spheres of activity, and practical implementation based on a multi-stage process. Part 1
Putting a suitable tool for self-empowerment in the hands of motivated decision-makers who are willing to change creates the greatest transformational leverage.
Experience the power and inspiration of the smart combination of regular C-group sparring with other C-suite executives and accompanying one-to-one coaching with experienced experts with a core focus on the evolution and transformation of corporate culture, organisation, and the people working in them.
Entrepreneurs and executives encountering inner blocks in recognising tasks that cannot be effectively delegated or lacking the necessary understanding, experience, and ultimately the joy of doing these tasks should consciously set aside time and motivation for their personal development and possibly consult external experts. Ignorance and overconfidence are not reliable advisors in this context.
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:
Entrepreneurs and executives who want to implement Enterneering must start at the point of understanding and awareness. They should read our section 'Elements @ Enterneering' first before jumping to implementation. Therefore our app is at its core drafted like an interactive knowledge book and the first lesson starts with the introduction at Elements @ Enterneering. What are the biggest challenges of the 21st century for you?
The professional experience shows, that many entrepreneurs are too involved in the day-to-day operations of their business. This means that they don’t spend enough time trying to sustainably grow the business. Numerous professional articles speak of a trap when entrepreneurs fail to work more 'on' their business rather than 'in' it. Successful Enterneering® (=Enterprise Engineering) is all about working 'on' your business. It is about the development of corporate culture and organisation as well as people management. Based on professional experience, it is evident that many entrepreneurs and executives are overly engrossed in the day-to-day operations of their businesses. Consequently, they often allocate insufficient time to fostering sustainable growth of their business. Numerous professional articles emphasise the potential pitfall where entrepreneurs and executives prioritise working in their businesses rather than on them.
Smart development of corporate culture and organisation as well as people management need the right knowledge and skills. There are different sources to gain this knowledge and a few exercises to train these skills. In our post, we are showing 5 books entrepreneurs and executives should have read. Entrepreneurship and leadership are inextricably linked to the nature, development, inspiration, and motivation of people. At its core, it is always about building, developing, and changing organisations and cultures in which people are empowered to achieve their utmost potential. Those who are responsible for the development of organisations or parts of them and want to be successful need to have a fundamental understanding of it and be able to assess and develop their own qualities and skills. The following 5 resources can serve as invaluable tools in this journey:
“It is not the content of a company’s values that correlates with performance, but the strength of conviction with which it holds those values, whatever they might be.” - Jim Collins, Author Corporate culture is deeply rooted in the feelings, thoughts, and actions of the people within the organisation. It results from the sum of the deeply anchored values and emotions of every individual in the company. Corporate culture also arises in non-orchestrated cooperation. The sum of the individual values in the organisation shapes the collective identity and the overall dominant identity characteristics shape the collective value system of a company. If the predominant part of the collective value system creates harmony, a sustainable corporate culture can emerge from it. Entrepreneurs are well advised to consciously and actively shape the value system within their company rather than leaving it to chance or the unguided forces within the organisation.
In today's era, knowledge is no longer just the power of its owner, but an essential competitive factor for companies of all kinds. The knowledge of a company comprises of many complex elements and is strongly influenced by the knowledge of the employees in the company. It is not for nothing that the intangible assets of a company sometimes have a considerable influence on its market value.
Professional enterprise engineering is particularly essential at present. In addition to classic drivers, such as business growth, market expansion, system renewal, modernisation and rationalisation, we are also experiencing the impact of external factors, such as climate and demographic changes as well as digitalisation, pandemics and, most recently, the consequences of the war in Europe. Are the following situations familiar to you? Have you had similar experiences yourself? Are you facing comparable challenges or heard about it?
The world has been talking about New Work for years and yet many companies are struggling to make the necessary changes within their national or cultural frameworks. It is interesting that only a few of the so-called leading industrial nations make it to the top ranks. The understanding of work in times of globalisation and digitalisation is closely linked to values like independence, freedom, creativity, personal development and self-organisation. Working people long for jobs that fit in well with their private lives, preferences, and free time; they expect the same flexibility from their employers in the structuring of the work environment as their companies expect from them in terms of work management.
The VUCA world not only brings many changes and challenges for business organisations, but also many trend-like phenomena. But not everything in the corporate world is upside down. Not all principles and structures of past decades have become obsolete. Being able to recognise this and distinguish effectively is a skill that is becoming increasingly important, especially in the VUCA world. Entrepreneurs and managers should be able to recognise and assess which developments will lead to sustainable changes in organisations and working environments and which will swing more like a pendulum on a clock and then swing back again. Why are involvement and engagement such emphasised elements of people management today? Does it just seem this way, or do companies really face a greater challenge with employee engagement and customer engagement in the digital age? One thing is for sure, if a company had a low or non-engaged workforce 50 years ago, it would have been just as detrimental to success…
Companies attract employees who align with their culture and values over time. This principle holds true globally, regardless of whether an area has an excess or shortage of labour. Companies with a culture of mistrust, bashing, and unhealthy pressure to perform will ultimately employ individuals who either conform to or actively shape that culture. Disrespectful treatment, poor leadership, or authoritarian structures stifle motivation, inspiration, and passion.
