Organization and Leadership in Disruptive Times: Design and Implementation Using the 3-P-Model (Future of Business and Finance)

This book follows on the authors’ successful development of the Three-Pillar Model (3-P Model) for organizing and leading in disruptive times. Its focus is on helping the reader to implement the model and providing a wide variety of application cases for these VUCA times (Volatility, Uncertainty, Complexity and Ambiguity), including global crises like the COVID-19 pandemic. The book covers a broad range of organizations: private and public sector, NGOs, local and global governmental institutions, global organizations such as UN, etc. In addition, it shows how the 3-P Model can be applied to challenges in organization design, management and leadership. Organization and Leadership in Disruptive Times Contents About the Authors Part I: Introduction Chapters From a Retrospective to a Perspective View 1 The Starting Point 2 The Three-Pillar Model Recap and Further Development 3 Maturity Check for Your Organization: The 3-P-Model Questionnaire 4 Development of Your Organization: The 3-P-Model Concept Application Options Our Own Journey and Self-Application 5 Specific Insights from the 3-P-Model Application in the Case of the ``Covid-19 Pandemic ́ ́ References Contributions to the 3-P-Model Application: Overview and Connection of the Detailed Cases Presented in the Book 1 Introduction to the Case Categories 2 What the Articles Are About 3 Fundamental Thoughts with Which to Start the 3-P-Model Journey 4 Leadership in the 3-P-Model: Setting Direction and Motivation 5 3-P-Model Application in the Public Sector 6 3-P-Model Application in the Private Sector 7 Helpful Design Concepts to Best Use the 3-P-Model 8 How the Articles Are Linked Part II: Fundamental Thoughts with Which to Start the 3-P-Model Journey About Travelling in the Unknown in the Nineteenth Century and Today: A Pattern for Leadership and Management in a 3-P-Model Co... 1 Introduction Travelling Organization 2 Categories of Travelling 3 Explorative Travel in the Nineteenth Century as a Pattern for Travelling Organizations 4 Leadership and Management in Real Explorative Travel Situations A Key Challenge of Travelling: The Exact Determination of the Current Position 5 Another Journey Example from Central Saint Martins College in London in the Twenty-First Century 6 Conclusions 7 Key Takeaways References Further Reading Nature Eats Culture for Lunch: About Consonances and Dissonances Shifting or Limiting Harmony 1 Introduction 1.1 It ́s about Communication and Collaboration 1.2 The Three-Pillar Model Application 2 Painting a Picture 2.1 Putting Things into Perspective 2.2 Communication and Collaboration in Times of Pandemics 2.3 Harmony with Coping Mechanisms 2.4 Framing the Situation into the Matrix 3 The Perfect Situation 3.1 A Personal Point of View 3.2 Understanding of Harmony 3.3 Degrees of Harmony 3.4 Harmony Loop 4 Application of the Harmony Model to a Case 4.1 Using the Harmony Matrix for Description 4.2 The Degrees of Harmony to Assess the Situation 4.3 Discussion along the Harmony Loop 5 Conclusion and Take-aways References Wicked Problems of the Travelling Organizations 1 Term 2 Wicked World 3 Desire to Act in the Midst of Desperation 4 sPoRlOuBtLiEoMn 5 Make Friends with the Wicked Problems 6 New Travelling 7 Lessons Learned: Provisional Thinking, Provisional Action References Part III: Leadership in the 3-P-Model: Setting Direction and Motivation The Benefits of Improvisational Theatre 1 Principles of Improvisational Theatre 2 The Yes-And Principle 3 Acting Is Reacting 4 Failure Is an Option (and Opportunity) 5 Link to the Three-Pillars Model (3-P-Model) 5.1 Sustainable Purpose 5.2 Travelling by Nature 5.3 Genuine Connectivity 6 The Role of Improv Theatre in the Context of Business and Companies 7 Lessons Learned/Practical Takeaways References Leading Organizations Through Intrinsic Motivation 1 Brief Introduction 2 Explanations on Motivation 2.1 What Is Motivation? 2.2 The Importance of Motivation 2.3 The History of Motivation 2.4 Intrinsic Motivation and Impact of Rewards 2.5 Motivation Is a Spectrum 2.6 The Power of Purpose, Autonomous Motivation, and the 3-P-Model 2.7 Self-Determination Theory 3 Motivation and Leadership in Organizations 3.1 Leader ́s Mindset and Heartset 3.2 Leadership that Supports Autonomy 3.3 Communication that Supports Autonomy 3.4 Competency and Trusting in Your People 3.5 Competency and Flow 4 Relatedness and Positive Relationships 4.1 An Important Note on Leader Mindset 5 Connection with the 3-P-Model 5.1 Sustainable Purpose 5.2 Traveling Organization 5.3 Connected Resources 6 Key Conclusions and Takeaways References The AAUL Framework of Leadership in Times of Crisis 1 Brief Introduction 2 The AAUL Framework at a Glance 3 Awareness 3.1 Self-Awareness 3.2 Social Awareness 3.3 VUCA World Awareness 4 Acceptance 4.1 Self-Acceptance 4.2 Other-Acceptance 4.3 VUCA World Acceptance 5 Understanding 5.1 Self-Understanding 5.2 Other-Understanding 5.3 VUCA World Understanding 6 Leadership of the Self 6.1 Leadership of Others 6.2 Leadership of VUCA 7 The Interplay Between AAUL 7.1 Mindfulness 8 Summary 9 Takeaways References Part IV: 3-P-Model Application in the Public Sector Applying the Three-Pillar Model in the UN Agencies 1 Introduction 2 Recap of the Three-Pillar Model 3 Interview with Olivier Adam, Executive Coordinator of the United Nations Volunteers Program 3.1 Introduction of Olivier Adam 3.1.1 The Interview 4 Conclusion 5 Lessons Learned and Practical Takeaways The Impact of Platform Economies on the Urban Structure 1 Structure Details 2 Introduction 2.1 Purpose Driven 2.2 Journey Driven 2.3 Connectivity Driven 3 Some Considerations on the Rise of the Sharing Economy Business Model: The Origin and Developments of the Home-Sharing and S... 3.1 The Rise of the Sharing Economy 3.1.1 What Was the Impact of these Digital, Environmental, and Social Trends on the Evolution and Organization of Cities? 3.2 Home-Sharing Practice 3.3 Home-Sharing Economy and Tourism 4 The Death and Life (Jacobs 1993) of the Home-Sharing Economy 4.1 Enhancing the Cultural Tourism Industry 4.2 The Case of Airbnb in Venice Box: Airbnb Statistics 5 The Impact of Covid-19 on the Platform Economy 6 Challenges and Opportunities of the Tourism-Sharing Economy 7 Setting the Right Stage for the Platform Economy 7.1 Taxation 7.2 Platform Innovation for Sustainable and Unique Travel Experiences 7.3 ID Code Against Abuse 7.4 Zoning Restrictions with the Aim to Fight Progressive Spatial Spread of Shareable Housing and Digital Gentrification of Ur... 8 Conclusion and Takeaways References Further Reading From the Inside and the Outside: A Learning Journey to Mainstream the Digital Transformation in a Federal Enterprise 1 Setting the Scene 2 Developing the Organizational Brain: The Internal Digital Transformation 3 Digital by Default: The Transformation in Service Delivery 3.1 Why Is the Digital Transformation an Imperative for Development Cooperation and Its Service Delivery? 3.2 Digital by Default 3.3 Evaluation Means Evolution 4 COVID-19 as a Boost for Our VUCA World? 4.1 COVID-19: A Boost to DbD in Project Delivery 4.2 COVID-19: Brought a Lot of ``First Times ́ ́ and Many Cases of ``Let Us Do It ́ ́ Main Takeaways References Scientific Guidance on Journeys in Unknown Areas: A Best Practice Example 1 Introduction 2 Link to the Three-Pillar Model 3 The Case of Christian Drosten ́s Podcast 4 Conclusion 5 Lessons Learned and Practical Takeaways Exponential Growth Cooperation and Development in a Social Organization 1 Municipal Enterprise in Dynamic Development 2 Decentralized Organization with Lively Networking 3 Wide Range of Offerings 4 Implementing Sustainable Purpose 5 Educational Concept as a Core of the Sustainable Purpose 6 Three Pillars in the Daily Implementation and in the Perspective Discussion 6.1 Example 1: Initiative 40 under 40 6.2 Example 2: Initiative ``Mutual ́ ́ 7 Project Work Creates Progress in Content and Collaboration 8 Conclusion Reference Part V: 3-P-Model Application in the Private Sector Start-Up Development in Traditionally Operating Industries: Regional Subsidiaries of Pharmaceutical Companies 1 The Setup of Regional Subsidiaries of Pharmaceutical Companies 1.1 Progression on Start-Up Journey 1.2 Growth of the Leadership Team and the Workforce 1.3 Archetypes of Employees in Start-Up Organizations 2 The Relevance of the 3-P-Model in the Management of Regional Subsidiaries 2.1 Sustainable Purpose 2.2 Connected Resources 2.3 Travelling Organization 3 Solutions to the Challenges in Start-Up Organizations in the Pharmaceutical Industry 3.1 Possible Solutions: Sustainable Purpose 3.2 Possible Solutions: Connected Resources 3.3 Possible Solutions: Travelling Organization 4 Conclusions References Applying the Principles of the 3-P-Model to Build an Agile High-Performance Team Within Finance 1 Recap of the 3-P-Model 2 Analytical Report of the Design and Implementation of the Digital Finance Unit Within Group Controlling 2.1 The Structure of the Analytical Report on Digital Finance 2.2 Introduction 2.3 The Problem to Solve 2.4 The Technical Solution 2.5 The Evolutionary Approach 2.5.1 A First Vision 2.5.2 Start Small, Think Big, But Really Start Small 2.5.3 Fly Below the Radar 2.5.4 Go as Fast as You Can 2.5.5 Have Sufficient Power to Avoid Hierarchies 2.5.6 Chase the Money and Become More Advanced 2.6 Current Travel Location and the Way Ahead 3 Interview with Thomas Thirolf, Head of Group Controlling, on How to Lead a Hybrid Organization 3.1 Brief Intro 3.2 Development of a Hybrid Organization at Finance, Munich Re 3.3 Future Challenges from the Further Development/Growth of Controlling and Digital Finance 3.4 Your Management and Leadership Experiences and Vision 4 Interview with John Gray, Application Developer in Digital Finance 4.1 Fascination with Digital Finance at First Glance 4.2 The ``Storming Phase ́ ́ of the New Unit 4.3 Conclusions and Key Lessons Learned 5 Overall Conclusion 5.1 The Importance of the Right Setting 6 Lessons Learned/Practical Takeaways Reference Application of the 3-P-Model in a Start-Up-Like Environment of a Large Enterprise 1 Introduction 2 The Initial Situation in the Case Study Key Topics Which Had to Be Considered During the Product Development Journey Within the New Fast-Growing Subsidiary in the Cas... Interim Summary and Conclusion 3 Some General Thoughts on Growth and Growth Projects Key Questions on Growth and Growth Projects Interim Summary and Conclusion 4 Special Organizational Change Measures Demanded by Growth Projects Interim Summary and Conclusion 5 How Does the 3-P-Model Help Fast-Growing Organizations in Detail? Interim Summary and Conclusion 6 A Collection of Highly Instructive Situations on the Growth Journey 7 Overall Conclusions and Takeaways References MedTech Companies on Their Growth Journey-Leadership Responses to Growth Challenges in the Light of the 3-P-Model 1 Introduction 2 Brief Recap of the Three-Pillar Model 3 Interview 3.1 Interview Part 1: Application of the 3-P-Model to the Medical Technology Sector in General 3.2 Interview Part 2: Future Challenges of Organizational Growth 3.3 Interview Part 3: Your Leadership Experience and Vision 3.4 Interview Part 4: Agility and Adaptability of the Company to Change 4 Concrete Case as an Example 5 Special Takeaways 6 Conclusions References Building a Sustainable Brand in Specialty Chemicals (Carve Out from a Big Corporate) 1 Introduction 2 Sustainable Purpose 3 Traveling Organization 4 Leadership 5 Culture 6 Training and Development 7 Connecting Resources 8 Summary References Climate Change and Winemaking: A Significant Transformation in Agriculture 1 Initial Situation 2 First Case: The Issues for Making Merlot 3 The Second Case: The Situation in the Piedmont Region 4 The Third Case: The Situation in the Montalcino Region, Tuscany Interview with Giacomo Bindi, Winemaker of Podere Il Cocco, Azienda biologica (Fig. 6) 5 The Situation in the New Mexico Wine Region Interview with Gordon, Winemaker of Rio Grande Winery (Fig. 7) 6 Recap of the 3-P-Model 7 Conclusion and Lessons Learned 8 Takeaways for the Reader Reference Trapped in the Bermuda Triangle Among Project, Process, and Line Organizations: Accelerating Complex Tech Development Projects 1 The Starting Point: Operations Under Pressure! 2 Distress in the Bermuda Triangle: We Need to Do Something Differently! 3 Detailed Diagnosis: Understanding the Problem 4 One Year of Bermuda: Careful and Tentative Steps to Success 4.1 Diagnosis 4.2 Program Setup and Project Planning 4.3 Solution Development and Piloting 4.4 Drivers for Project Success 4.5 Attitude and Behavior Explicitly Addressed 4.6 Program Completion 5 Key Results and Takeaways 6 The Three Pillars of Bermuda 6.1 The Bermuda Purpose 6.2 The Travelling Bermuda Organization 6.3 Connecting the Bermuda Resources Further Reading Part VI: Helpful Design Concepts to Best Use the 3-P-Model Organizations Meandering in the Product Life Cycle 1 Start a Hero ́s Journey 2 When an Organization Starts to Ponder 3 Connect and Harmonize Product and Organization 4 OPAB Instead of BAPO or Conway ́s Law 5 Product and Organization Put to the Test 6 Market and Customer Orientation 7 Value Chain Mapping 8 Final Thought 9 Lessons Learned/Takeaways References Transformation in the Field of Product Development: A Five-Day Micro-Project 1 Situation 2 Challenge 3 Solution 4 Implementation 5 Results 6 Transfer 7 Evaluation and Takeaways References Emergent Change: Embracing Complexity as a Key Challenge in a Travelling Organization 1 Framing Today ́s Realities for Organizations in a Complex World: Why Do We Need New ``Mindsets and Tools? ́ ́ 2 Facing Complexity and Uncertainty with Emergent and Evolutionary Development 3 Complexity Thinking: Accepting the Middle Ground between Whatever It Is 4 Your Organizational Map and Your Compass: How Well Are You Navigating Your Environment Today and What Do You Need to Thrive? 5 Not Only Surviving but Thriving: The Travelling Organization with Its Inner Compass ``Purpose ́ ́ 6 Lessons Learned/Takeaways References Building and Using a Compass for Travelling Organizations 1 Navigating the Transformation 2 Building the Compass 3 Generic Example: Using the Three-Pillar Model 4 Case: Strategy Discussion in an Engineering Company 5 Case: Bottom-Up Discussion on a Critical Component 6 Lessons Learned Reference If Not Now: Then When? Learning from the Pandemic for the Application of the Three-Pillar Model 1 How Does the Three-Pillar Model Fit the Situation? 2 Gain Insights, Examine Relationships, and Identify Development Needs 3 Travelling Includes Learning and Development 4 Conclusion References Part VII: Resume Conclusions and Takeaways 1 General Evaluation 2 Alignment of 3-P with Selected New Management Methodology: The Three-Pillar Model as a Starting Point and Complementary Elem... 3 Concrete Insights from the Chapters/Articles 4 Chapter Linkages and Interfaces 5 Outlook: Core Topics for the Next Book and for Further Attention The Three-Pillar Questionnaire 1 Developing a Questionnaire Is Also a Journey 2 First Check Using the Three Pillars Themselves 3 Second Check Using the 3-P Questionnaire 4 Starting the Journey Reference