Women are ambitious. Women are determined. Women are successful. In history as well as in modern life, women have done the impossible – and that, oftentimes, under more than difficult circumstances.
Your organization has a shadow – whether you want it or not. That shadow is always there; it is part of a natural process. However, the shadow is most likely to interfere with your ambitions and strategies during phases of organizational change, and often in unexpected ways.
Company leaders often wish for an organizational culture change, to make their companies more agile, innovative and growth-oriented. What many forget though, is that culture is deeply rooted in the organization’s DNA and unique history. That can make company culture as difficult to change as an individual’s personality.
Many established companies struggle immensely with the concept of becoming more agile. On the one hand, they wish to react quickly to unforeseen circumstances by creating innovative opportunities. On the other hand, they fear that their size, level of establishment and need for structure might get in the way – or simply – that chaos will break loose if they even try.
In an increasingly volatile work environment, businesses are more predisposed to change than ever. Not only has the necessity for change increased, but there is also a new understanding of the nature of what needs to be changed.
Organizational storytelling is a new buzzword in the world of organization development. While for decades, nothing but quantitative data and process orientation mattered, we are now finally paying more attention to less tangible factors such as organizational culture and storytelling.
Faced with decreasing market share caused by the "Pepsi Challenge" taste-test battle, Coca Cola launched “Mission Kansas” in the 1980s to reformulate Coke. As Pepsi was going sweeter, New Coke was to follow the trend in an attempt to take over the lead again with the altered taste.
In a study released by Gilbert and Bower, the authors extrapolate that when companies face major disruptions in their markets, the way their managers perceive that disruption influences a company’s response profoundly.