How quickly a business situation can change is shown by the fact that as recently as spring this year, an optimistic mood was still evident among Swiss SMEs. The current expert reports show a changed situation and the business situation is rated as unfavourable as it has not been for two years. Is the flexibility sufficient to withstand this situation resiliently and to be able to sustainably assert itself on the market?
It certainly takes time to create the space for business reflection and to clean up some things in order to realign with the business track.
The challenges are accompanied by additional trends such as demographic change, mobility, “silver society”, increased use of artificial intelligence, etc. How do companies ensure that there is no FOMO effect (Fear of Missing Out) with regard to positioning and that the required learning processes promote adaptability and sustainable action competence?
In learning processes, mentoring programmes not only help to reflect on the topic and the challenges, but also help to define a procedure that can be transferred to everyday business life. The constant readjustment of behaviour or decisions increases the sphere of action and determines the necessary self-empowerment to let something new emerge.
By imagining the desired target future, the companies identify the strengths and possible limitations, which gives rise to future-oriented planning. It is not just the need, but an optimisation of attitude that supports experimentation on existing experiences, looks at ambiguities and planning uncertainties from a different angle, and creates an environment of a learning world that takes into account the current dynamics. This is an important building block for future management.
Changes are opportunities for which companies are prepared differently. Mentoring processes build leadership skills, with leaders themselves taking on the role of development partner in an agile organisation.
Transformation is a process of deliberate reshaping of the “basic genetic structure” of a company. The company is reinventing itself, so to speak, to ensure its medium and long-term success, which involves the levels of strategy, culture and structure.
Transformations cannot simply be implemented from the top down, but require the commitment and willingness of all employees.
The complexity of the world of work can no longer be fully controlled with conventional control instruments. Consciously chosen change needs courage and clarity about the targeted goal and is based on intrinsic motivation, whereas externally motivated and reactive change is accompanied by fears and strong emotions. Beliefs, imprints and the company culture are experienced as “reality”.
The leader’s mindfulness is required to allow the communication processes to enable new perspectives, to create clarity in order to be able to help change the company in the long term and thus find answers to the external circumstances.
Dealing well with change allows for new, innovative and unknown paths to be taken and these levels of ability to be strengthened. Appreciative communication in change processes supports and accompanies the emotional transformation of the desired change and, through learning, provides new insights for integrating the realignment.
Use the current time to make a pit stop, to make an interpretation and to make yourself or your company fit for the current headwinds with an adapted new orientation.
