Transforming Public and Private Sector Organizations : Implementing Sustainable Purpose, Travelling Organization and Connectivity for Resilience

The book addresses an explicit demand expressed in a large number of C-Suite interviews: managing significant transformations in the private and public sector. The book describes what types of transformation have to be reflected, why transformations are crucial in our days, the triggers they have, and how they might be best managed from a theoretical and practical point of view – technically and with all people-connected soft facts. The book, which contains numerous use cases, is written by an international community of practitioners, experts, and academics from different geographies, countries, public and private organizations, industries, and cultures, which guarantees the comprehensiveness and richness of the developed insights and the value of the presented use cases. Contents About the Contributors Part I: Introduction Chapters 1: General Introduction 1.1 Key Triggers for Transformations 1.2 The Character and Types of Transformations 1.3 Recap of the 3-P-Model and Its Application on Transformations 1.4 The Key Role of Sustainability to Reach Resilience 1.5 The Editor ́s Motivations, Direction, and Key Focus for the Book 1.6 The Logic and Structure of the Book References 2: The Framing of the Book Using Statements of Selected Leaders 2.1 Recap of the 3-P -Model and Its Application to Transformations 2.2 Introduction to the Interviewees and the Interview Questions Brief Summary of the Interview Questions 2.3 The Character of Change and Disruption in the Past, Nowadays, and in the Future? Historical Disruption Examples Personal Disruption Future Decision-Making I Future Decision-Making II Inner Disruption About Change in Travelling Life Style About Change in Leadership StyIe About the Acceleration of Customer Communication in Insurance 2.4 The Current Top Challenges Triggering Change and Demanding Action Closing the Gap Between Insight and Action 2.5 The Change of Decision-Making Processes in the Last Couple of Years 2.6 The Usefulness and Applicability of the ``Travelling Organization ́ ́ Concept and the Three-Pillar Model Travelling Organizations in China Differentiation of the Sustainable Purpose 2.7 Comments on Travelling Organization Leadership, Mindset, Capabilities, Decision-Making Under Uncertainty New Leadership The Dilemma of Permission or Forgiveness 2.8 Overall Conclusion and Take-Away Christian Orator, Zurich Cindy Cui, Singapore Claudia Lemke, Berlin Dagmar Monett, Berlin Daniel Englberger, Zurich David Colmenares, Bogot Jörg Schneider, Munich Jürg Hauswirth, Zurich Lapo Tanzj, Florence & Shanghai Martin Kirchner-Anzinger, Cologne, Brussels & Miami Rainer Sommer, Munich Sebastian Kespohl, Gütersloh Stefan Pap, Zurich Thomas Thirolf, Munich Uwe Schöpe, Cologne Appendix on the 3-P -Model Part II: Fundamental Perspectives 3: Different Umbrellas to Foster Innovation: An Overview of Potential Ecosystem Options for Innovation Driving Change and Tran... 3.1 Initial Remark 3.2 Recap of the Three Pillar Model (3-P Model) and Its Connection to Innovation 3.3 Recap of Details of the Travelling Organization Metaphor: Explorative Travel in the Nineteenth Century as a Pattern and Me... 3.4 General Thoughts on Innovation and Its Ecosystem 3.5 Overview of Profiles of the Different Initial Settings to Be Regarded 3.6 Profiles of the Different Initial Settings to Be Regarded in More Detail 3.6.1 Option A: ``Pure Start-Up ́ ́-Autonomously Develop Innovation 3.6.2 Option B: ``Established Company Buys Innovation ́ ́ 3.6.3 Option C: `Established Company Spins-Off Innovation ́ 3.6.4 Option D: ``Established Company Develops Innovation Internally ́ ́ 3.7 Overall Conclusions and Take-Aways References 4: Psychological Capabilities Required for Continuous Transformations: The Self on Permanent Journeys with a Travelling Organi... 4.1 Recap of the 3-P Model as a General Frame for the Article 4.2 Direction and Proceeding of the Article 4.3 Useful Personality Psychology Basics Innate Categorial Affects (Klöpper, 2006; Boll-Klatt and Kohrs, 2012) Innate Autonomous Ego Functions (Hartmann, 1975) Clinical Structure Dimensions (Klöpper, 2014) Selected Ego Functions (Hartmann, 1975) Forming a Coherent Self Through the Integration of Different Aspects of the Self (Klöpper, 2014) 4.4 The Self: An Intra-Psychic Network of Complex Individual Possibilities and Their Prerequisites for the Success of the Comp... 4.5 Conclusions and Takeaways References Further Reading 5: How Science and Management Under Uncertain Conditions Are Linked. Lessons Learned from Studying the Origins of Life Through... 5.1 Framing with the Overall Book 5.2 Recap of the Three Pillar Model (3-P Model) and Its Connection to Science 5.3 Introduction of the Direction of the Article 5.4 Modeling Chemical Reactions: Navigating Across an Energy Landscape 5.5 Formulating a Research Question: Forming a Travelling Organization 5.6 No One Is Immune from Making Mistakes: How to Deal with the Possibility of Being Wrong 5.7 Feeling Discouraged Because ``You Do Not Know Enough ́ ́ 5.8 Staying Motivated and Passionate Under Suboptimal Conditions 5.9 Speed of Transformation and Progress 5.10 Conclusion 5.11 Key-Takeaways References 6: How to Create Neutral Views and Perspectives During Transformations. Learning from Rebecca Solnit ́s Book ``A Field Guide to... 6.1 Introduction 6.2 Recap of the 3-P Model and Its Application in Transformations 6.3 Recap of Details of the Travelling Organization Metaphor: Explorative Travel in the Nineteenth Century as a Pattern and Me... 6.4 ``Leave the Door Open for the Unknown ́ ́ (Solnit, 2005, p. 4) 6.5 Why Is Getting Lost Important? 6.6 How to Getting Lost 6.7 Overall Conclusions and Take-Aways Further Reading References Part III: Preparing and Running Transformations 7: Large Scale Transformation, Adaptation, and Resilience Using Mindfulness, Purpose, and the AAUL Framework 7.1 Introduction 7.2 Recap of the 3-P-Model and Its Application on Transformations 7.3 What Happens When We Face Surprises, Shock, and Resilience? 7.4 Resilience 7.4.1 What Is Resilience 7.4.2 Characteristics of Resilience 7.4.3 The Resilient Traveling Organization 7.4.4 The Psychology of Resilience 7.4.5 Measuring Resilience 7.5 Mindfulness and Resilience 7.5.1 The Importance of Attitude in Mindfulness 7.5.2 The Impact of Mindfulness 7.5.3 The Traveling Organization and Mindfulness 7.5.4 Measuring Mindfulness 7.6 Purpose and Resilience 7.6.1 The Traveling Organization and Purpose 7.7 Large-Scale Transformations and the Traveling Organization 7.8 Summary 7.9 Conclusions and Takeaways Appendix on Details of the 3-P-Model References Web 8: The Application of a New Framework: Connecting the ``Being Framework ́ ́ with the ``Three-Pillars Model ́ ́ of Organization and... 8.1 Introduction 8.2 Existing States of Affairs 8.3 A Radical New Approach to Seeing Human Beings 8.4 The Being Framework 8.5 The Being Framework Ontological Model 8.6 Linking Various Aspects of Being with the Three Pillars 8.7 Case Studies 8.7.1 Willship 8.7.2 Tech Start-up Co-founders 8.7.3 EveryMan Australia and Toora Women Inc. 8.7.4 Clipex 8.8 Conclusions and Takeaways Appendix on the Three-Pillar Model References Further Reading 9: How to Bring Energy into a Travelling Organization Running Transformations 9.1 Introduction: Preparing the Field 9.2 Recap of the 3-P-Model and Its Application on Teams in Charge for a Transformation to Become a Travelling Organization 9.3 Format Example 1 (Stars & Wine) 9.4 Format Example 2 (Wine & Self-situatedness & Team Situatedness) 9.5 Format Example 3 (MeetingMusic) 9.6 Format Example 4 (Energy Through Differentiation and Combination Experiences with Gin) 9.7 Experiences and Lessons Learned from Recent Practice 9.8 Conclusions and Take-Aways References 10: The Controller ́s New Role in Significant Transformations 10.1 Framing 10.2 Introduction: What Makes Transformation Initiatives Challenging? 10.3 So Where Can Finance Help and Add Value? 10.3.1 Support Decision Making by Improving Decision Making Processes 10.3.2 Support the Organization in Dealing with VUCA Challenges in an Appropriate Way 10.3.3 Become the ``Challenger in Chief ́ ́ and Challenge Management ́s View by Facilitating Task-Oriented Conflicts 10.3.4 Support Communication 10.3.5 Coordinate and Monitor Initiatives with Program Controlling Skills 10.4 Conclusion and Take-Aways References 11: Development of the Personal Ability to Transform by Means of Actor Coaching and Training 11.1 Introduction 11.2 The Analytical Approach 11.2.1 Application of the Persona Concept 11.2.2 Application of the 3-P Model 11.2.3 Application of the Inner Drivers Concept 11.2.4 Analysis of the Attributes of the Current and Future Role(s) 11.3 Summary of the Analytical Results of Steps 2.1-2.4 and Proceeding to Tailor an Individual Play-Acting Coaching/Training O... 11.4 Concrete Application Cases 11.4.1 Conflict Management in Transformations 11.4.2 Empathy and Emotion in Transformations 11.4.3 Ability to Cope with the Loss of Control in Transformations 11.5 A Holistic Overall Conclusion and Take-Aways 11.6 Further Analysis Models for Persons in Transformations 11.6.1 Johari Window 11.6.2 Reframing: The Why and the How References Part IV: Fundamental Transformations: Exciting Use Cases in the Public and Private Sector 12: The Role of Management in Business Transformation: Success Factor Mindset 12.1 Framing to the Three-Pillar Model 12.2 The Definition of Transformations and Why They Fail 12.2.1 Technology and Digitalization 12.2.2 Organization Design 12.2.3 People and Culture 12.2.4 Reasons Why Transformations Fail 12.3 What Are Success Stories from Practice? 12.3.1 Case Study: Holistic Approach and Consistent Implementation as Success Factors-Case Study on the Automotive Supplier Se... 12.3.2 Conclusion 12.4 Requirements of Transformation in Terms of Company Behavior and Culture 12.4.1 Transformation Starts with Management Itself 12.4.2 Understanding Is the First Step Before Acceptance 12.4.3 Desired Behaviors Must Be Encouraged 12.4.4 Transformations Require a Deep Breath 12.4.5 New Leadership Styles Are Needed 12.4.6 Think of HR in a Strategic Way 12.5 Take-Aways: What Does All This Mean for a Company ́s Management? References Further Reading: Literature List 13: The Journey of Start-Ups from Birth to Adulthood: Case Studies on Fundamental Transformations with Start-Ups as Traveling ... 13.1 Introduction 13.2 Recap of the Three-Pillar Model (3-P Model) 13.3 Attributes of a Start-Up 13.4 The Founding Drivers and Process Behind Start-Ups 13.5 The First Years of Start-Ups 13.6 Growth and Consolidation Challenges 13.7 Some Thoughts on the End of the Start-Up: Birth of the (Established) Company 13.8 Some Additional Remarks on the Ecosystem 13.9 Conclusions and Take-Aways Appendix References 14: Starting a Fundamental Transformation: From Stone Age to Exploring the Universe in a Few Years-Breaking the Continuum of E... 14.1 Overall Framing to Transformation and Recap of the Three-Pillar Model (3-P Model) 14.2 Description of the Current Challenges for the Insurance Industry 14.3 The Most Important Questions to Understand the Dimension of the Needed Transformation(s) and Successfully Implement the R... 14.4 The Answers to the Key Questions 14.4.1 Developing a Convincing Sustainable Purpose 14.4.2 A Fast-Paced Transformation 14.4.3 Managing the Change and Measuring Progress 14.4.4 The IT Challenge: Becoming an Enabler, Not a Hindrance 14.4.5 Unleashing Energy: The Cultural Change 14.5 A Best Practice Transformation Use Case: Transforming Generali Germany to OneCompany and Introducing the LifeTime Partner... 14.6 Conclusion and Take-Aways References 15: The Virtual Actuarial Function as a Key Part of an Insurance Enterprise ́s Navigation in General and in the Unknown Area of... 15.1 General Context and Framing 15.2 Introduction to Content, Structure, and Proceedings 15.3 Risk-Based Solvency Models 15.3.1 The Need for Solvency Capital 15.3.2 Solvency 1 15.3.3 Solvency 2 Solvency 2 Pillar 1 Solvency 2 Pillar 2 Solvency 2 Pillar 3 15.3.4 Consequences of the Introduction of Solvency 2 15.4 The Actuarial Function (Actuarial Function) Under Solvency 2 15.5 The Actuarial Function in the Product Development Process 15.6 Conclusions and Take-Aways Appendix with More Background Information on the Three-Pillar Model References Further Reading 16: A Travelling Organization in Latin America: How to Run a Local Project as Part of a Global Transformation Program 16.1 Overview and Summary of the Initial Situation 16.2 Recap of the 3-P Model and Its Application to Transformations 16.3 The Setting of the Global Transformational Program 16.4 The Setting of the Connected Local Transformation Project 16.5 The Setting of the Affected Local Business Units and Its Separate Transformational Efforts 16.6 Evaluation of the Overall Setting and Its Strengths and Weaknesses 16.7 Conclusions and TakeAways References 17: New Technologies and New Customer Experiences Driving Transformations in the Private and Public Sector 17.1 Recap of the Three Pillar Model (3-P Model) and Its Connection to Transformation 17.2 The New Requirements for Organizations in the Private and Public Sectors 17.3 Thoughts on Decision-Making in Transformations 17.4 The Benefits of the ``Travelling Organization ́ ́ Concept for Transformations 17.5 The Benefits of the Whole Three-Pillar Model for Transformations 17.6 The Required Travelling Organization Mindset for Transformations 17.7 Travelling Organization Capabilities for Transformations 17.8 Travelling Organization Leadership in Transformations 17.9 Overall Conclusions and TakeAways References 18: The Sustainability Transformation 18.1 Framing 18.2 The Carbon Neutrality Use Case of an Insurance Operation 18.2.1 Measuring the Baseline 18.2.2 Set Targets and Define Actions 18.2.3 Measuring Progress, Act on Deviations and Report Outcomes 18.3 Towards Sustainable Leadership 18.3.1 Purpose Inspires Transformation 18.3.2 Diversity and Inclusion Maintains Resilience 18.3.3 Agility as Response to Complexity 18.3.4 Systems Thinking as General Mindset 18.3.5 Sustainable Leadership 18.4 Link to the Three-Pillar Model 18.5 Conclusion and Takeaways Appendix Bibliography 19: Transparency and Technology: How to Transform to Sustainability by Applying Blockchain Technology 19.1 Introduction 19.2 So, What Is Blockchain Anyway? 19.3 Example: Digitally Mapping Transactions 19.4 Adding More Data 19.5 Cheaper Mine-to-Smelter Chain-of-Custody 19.6 Product Passports 19.7 Empowering Change 19.8 Conclusion and Takeaways: A New Era of Accountability 19.9 In the Aftermath: The Context with the Three-Pillar Model Further Reading 20: How to Navigate and Pivot in a Volatile, Uncertain, Complex and Ambiguous (``VUCA ́ ́) World: Perspectives from the Corporat... 20.1 Introduction 20.1.1 Recap of the Three-Pillar Model (3-P-Model) and its Application on the Corporate and Non-Profit Sector 20.1.2 Recap of Details of the Travelling Organization Metaphor: Explorative Travel in the Nineteenth Century as a Pattern and... 20.2 Initial Situation of the Corporate and Non-Profit Sector-Today and Tomorrow 20.3 The Topics to Be Touched in the Article in Detail 20.4 Answers on Fundamental Questions in the Corporate Sector 20.5 Answers on Fundamental Questions in the Non-Profit Sector 20.6 Summary and Conclusion 20.7 Take-Aways References 21: A Fundamental Transformation in the Context of Peripheral Territories and Revitalization Processes in Urban Planning 21.1 ``The Revenge of the Places That Do Not Count ́ ́ 21.1.1 Geographies of Economic Inequality 21.1.2 The Depopulation Phenomenon 21.1.3 The Territorial Representation of Socio-Economic Inequalities 21.1.4 Evaluation of the Started Transformations 21.2 SNAI (or NSIA): The Italian National Strategy for the Development of Inner Areas 21.2.1 The Place-Based Approach to Development and the National Strategy for Internal Areas 21.2.2 Definitions, Objectives, Tools, and Governance of the National Strategy for Internal Areas 21.2.3 Evaluation of the Started Transformations 21.3 Recap of the Three Pillar Model (3-P Model) and its Connection to Transformation in the Public Sector 21.4 Example/Use Case for the New Transformation Concept 21.4.1 The Inner Areas of the Reggio Calabria Region and the Overlapping of Two Public Interventions 21.4.2 Italy ́s Migrant Model Town: Riace 21.4.3 Evaluation of the Started Transformations 21.5 Conclusion and Take-Aways References and Further Reading 22: A Significant Transformation of a Technical Museum: A Mini Case Study 22.1 Introduction 22.2 Overview and Summary of the Initial Setting 22.3 Recap of the 3-P Model and its Application to Transformations in the Public Sector 22.4 The Dimension of the Transformation: The Old and the New DMB as of March 2022 22.5 The Next Transformation Steps 22.6 Ideas for an Optimized Ecosystem 22.7 Conclusions and Take-Aways Appendix Part V: Resume and Take-Aways 23: Conclusions and Takeaways 23.1 Introduction 23.2 General Outcome 23.3 Benefits of Using the 3-P Model 23.4 Concrete Insights from the Chapters/Articles 23.4.1 Part I: Introduction Chapters 23.4.2 Part II: Fundamental Perspectives 23.4.3 Part III: Preparing and Running Transformations 23.4.4 Part IV: Fundamental Transformations-Exciting Use Cases in the Public and Private Sector 23.5 How to check the Readiness of an Organization to Transform 23.6 Outlook: Core Topics for Further Attention