Change Intelligence with Talentcube

In the book “Veränderungsintelligenz” (i.e. Change Intelligence) by Antje Freyth and Guido Baltes from Springer Gabler Verlag, Talentcube has contributed two practical examples on the topics of “self-organisation and self-management”.

Beta status requires change intelligence

In times of economic upheaval, no company can afford to continue as before. The speed at which markets, products and services change has sparked an enormous and unprecedented pace. It is obvious that business models that have been tried and tested for decades are no longer working.

We live in a society, economy and working world that is in a continuous “beta status”. Products, ways of thinking and working are tested, adapted, rejected and revolutionized. New business models, especially those based on digital offerings, require a different way of working for companies and their employees. This can only be countered with change intelligence.

The book presents the new challenges and the associated requirements for all those involved. The necessary changes require a different way of working. This work is agile, timely and always based on customer feedback. The company must therefore succeed in sensitising its employees to these new challenges and actively involving them in the change process with change intelligence.

This also redefines the role of managers. They are no longer those who have concentrated knowledge and can exercise information power, because it is necessary to find solutions to problems that arise anew. It is no longer possible to fall back on proven knowledge. The necessary new solutions are jointly developed in teams of employees.

The Manager as Leader with Change Intelligence

The manager thus becomes the leader. They create the framework conditions and the infrastructure so that the team can work agilely and flexibly, both within the company and from any other location. It sets up a project team according to the project, the resources and required competencies. This also includes developing the change intelligence of the employees so that they are able to live the necessary self-organization and self-management.

The book describes the success factors of companies capable of innovation and change and provides valuable diagnostic and practical tools for active transformation in all these areas. It not only remains on the organizational level, but also provides support for the development of change and innovation competence of managers and employees. In this way, they receive valuable tips on how to become the creators of change. The personality of the company and that of the employee is also taken into account.

Talentcube is pleased to make a valuable contribution to this for all those involved in business life in Chapter 7. You can take a look at the book at http://www.springer.com/de/book/9783658048884