The comprehensive presence of technology has arrived in working life. New forms of work, such as agile working, innovation methods, mobile workplaces, new office environments and the virtual working world present new challenges for the exchange between colleagues, customers and partners.
The working environment is constantly changing and has become more complex:
A few years ago, employees sat in small groups or large office spaces and their managers sat next door in their room. In the meantime, there are different work areas (creative area, silent area, project places, etc.),
In addition, employees from the same team work at different locations or are on the move and working from somewhere
The manager, if he still exists, often does not sit at the same location as the employees.
More flexible forms of work with more self-organisation are on the way.
Increased digitalization of work processes has an impact on the interaction between employees.
The new forms of communication accelerate speed. Data and information spread rapidly and their timeliness is more short-lived. Productivity and efficiency often suffer. The way we work together and the corporate culture are changing.
We are your partner for constructive and effective corporate management in the digital age. We are convinced that sustainable growth goes far beyond the optimal interaction between people and machines. Over than 10 years, we have been dealing with the topics of modern, meaningful, and efficient cooperation and leadership.
Opens new paths of successfull collaboration
We accompany you in the introduction and further development of your processes and working environments. Starting with the strategy development for your company up to the operative implementation.
A basis for every further development is the competence to create changes. We won't leave until they're satisfied.
Corporate Culture Development
Development of new business models up to new working environments that fits to your company
An open, curious culture is key to the success of changing organizations.
Further development of the world of work
Through more self-organization and agile working methods, successfully working in distributed, virtual teams increases the productive collaboration.
Leading in a digital world
Leading in the new world of work requires rethinking existing behaviours, letting go if necessary and trying out new ones.
"Changes favour only those who are prepared for them."Louse Pasteur
Every topic that is tackled to align the organization with new ideas is subject to the principles of change management. Our approach is very much based on these principles of change management and such an implementation demands a lot from those responsible and those affected.
We consider a few principles to be critical for success in order to successfully shape these through all valleys and heights:
Shaping the future together: A high form of participants across all hierarchy levels (direct and virtual). I.e. not democratic decisions, but more decision options than before.
A quick change in small steps: build, test and test possible prototypes (processes, rules, etc.), further adapt and implement.
Consider existing corporate culture: Every organization ticks differently and deals with change differently. This must be taken into account in such a situation.
Continuous development by means of agile methods, where they make sense, in order to achieve a learning organization at eye level.
Use unconscious behavioral processes.
We help you in the design and accompaniment of your changes until you are satisfied.
The essence of the strategy is to decide what should not be done.. — Michael E. Porter,
Small and medium-sized enterprises (SMEs) have recognized the opportunities offered by digitisation, but are reluctant or wait-and-see to exploit the associated opportunities and potential. Instead, they focus on increasing costs and productivity - innovations or even the development of digital strategies are deliberately neglected. When asked about the reasons, the complexity and speed of technical developments, high investment requirements and significant safety concerns are cited as the main reasons for passive action. 1
However, projects carried out in various medium-sized companies and they have shown, that it often only takes a small impulse to break new ground on one's own using digital technologies.
The basis for this is a structured, yet flexible process, starting with the stocktaking, the clear identification of current and future challenges of the company, up to the brainstorming and, if necessary, sketching of projects for the development of new solution approaches. This procedure was carried out with all necessary participants and does not only take place in a small project group.
1 Soruce: „Management im Wandel: Digitaler, effizienter, flexibler!“, Study of Commerzbank AG, 2015 May
Culture cannot be purchased, simply placed on top, but permeates all processes in an organization. Culture often means more dealing with HOW than with WHAT. Bernd Schmid
Corporate Culture Development
Companies face a challenge both nationally and internationally with their employees and managers. How do we work together in the future, virtually, distributed or in new designed rooms? The increase in productivity does not only take place through better cooperation between man and machine.
Culturally heterogeneous communication styles and the increasing complexity of everyday work can lead to misunderstandings. This reduces innovation, productivity and efficiency. However, cooperation between people remains a core element. And, this will change due to the digital tools and the possibility to work from anywhere.
It opens up new scope for more self-determined work, but requires more self-discipline on the part of employees and also further development of management behaviour, above all trust in the work of the employee without compulsory attendance.
This means that the corporate culture will change. The feeling of belonging to a company or team is less pronounced in virtual, distributed teams than in teams working in a company office. How does team development work in virtual, distributed teams? How are decisions made in virtual teams and how are they communicated? Which rules are lived that ultimately make up the work and corporate culture?
In order to complement an existing corporate culture with virtual behaviour, we believe that the following points should be taken into account:
Reflection of the presence culture: What makes collaboration in real life special?
What are the elements that are important in virtual collaboration, but are neglected?
Small impulses with a continuous repetition can improve virtual collaboration.
Culture changes intentionally and unintentionally. Everyone's involved and it takes time. In order to actively influence cultural development, a conscious process should be chosen. All relevant employees should be actively involved in the exchange process in order to anchor the change step by step. We use evaluated approaches such as "the Culturizer" to design this process with them.
People who work together add up their potential. People who work for each other multiply their potentials! Steffen Kirchner
Setting an example is not the most important way to influence others. It's the only thing. Albert Schweitzer
Frank Waible is an experienced consultant, organization developer and management coach. He has been working as expert and manager and is working internationally for more than 20 years.
He accompanied strategy planning processes, change management and facilitated from workshops up to large group events, He has been working internationally since 1996, lived in New York City for 4 years and finds it refreshing and exciting to work in a multicultural environment. In sales, marketing as well as in organizational and team development, he has successfully worked in various specialist and management positions at companies such as Alcatel, Hewlett-Packard and SAP.
Due to his positive motivating manner and his inclusive approach, Frank Waible succeeds in taking participants creatively and result-oriented into the successful implementation of activities - in face-to-face as well as online events.
He received his diploma in industrial engineering from the FHT in Esslingen/N., Germany, and his master's degree in psychology with the focus on organizational development and behavior at Walden University, MI. USA. He is a certified coach of IPECoaching, New Jersey, NJ and Neuro-Systemic Consultant, Milton Erikson Insititut, Heidelberg and a trained Design Thinking Coach.
Irmgard Barth works as a business coach and mediator with teams and managers at all levels of the hierarchy. Her understanding of business issues and employee dynamics brings people and projects together in a targeted manner and ensures that each participant can bring his personal learning experiences to bear.
The experienced consultant in organizational and management development acquired her 18 years of experience in a variety of business areas and at companies like SAP and IDS Scheer. Irmgard Barth has a diploma in business administration and text engineering. The trained coach is certified by the German Systematic Society.
connectingpeopleonline collaborates with a very well trained network consisting of freelance online moderators, coaches and organizational developers.
New World of Work
There are many good ideas to revolutionize the world of work. Which one is the right one for my company? Who says that new office space concepts, more self-organization or mobile work bring the necessary productivity effect to daily work? In the meantime, there are complete teams that are distributed across different locations and have digitized processes and flexible forms of work such as agile working instead of traditional project management or working out loud. These already show effects on the cooperation in the enterprise, both increasing efficiency and friction losses.
With over 20 years of experience working in distributed teams in different locations, we help you to find and implement the appropriate methods and concepts that suit you. Together with the participants, we work out how, which methods and forms of work, e.g. "agile work", can be used well and meaningfully in the cooperation and let ourselves be judged by them in order to ensure efficiency and increase the attractiveness of the company.
In recent years we have supported organizations in:
the improvement of team collaboration in virtual teams,
introduce "agile work" and increased self-organization in teams.
Improvement of the meeting culture in virtual events
Introduction of innovation methods to increase innovation capability
Introduction of new office and workplace concepts for better interdepartmental cooperation
Introduction of "Mobile Work
Leading in a digital Age
What is leadership today in the technological age in which the world of work is changing? There is talk of more self-organisation, agile ways of working, leading at eye level and now still "digital leader" or "leading in the digital age". What does all this mean and where is the journey going?
What is the difference between Digital Leader and "Leading" in the digital age? A "digital leader" is someone who contributes functionally to the transformation into a digital working world. I.e. the "Digital Leader" creates awareness, mobilizes resources and leads organizations into the further developed business world 1). On the one hand, the technological knowledge is necessary, what can be achieved and is possible and. In addition, how I lead people, under the current and new framework conditions. This means, that the digital transformation cannot be seen as a choice and digitalisation and networking is not a flu that goes away again 2). It means that sooner or later it affects every executive at concerns.
In the past, we have supported and accompanied various companies in the development of executives. For example, leading:
of virtual project or line teams,
from agile teams
in Change & Transformations
from international teams
We help you as a manager to find your way. There are different approaches to this. We start with a personal clarification meeting and offer different measures later:
In-house development measures,
The right leadership seminar at one of our partners
Advice in daily leadership or
individual coaching sessions.
1) Wilson III, E. J. (2004). LEADERSHIP IN THE DIGITAL AGE. Retrieved from semanticsscholar:
2) Wagner D.J. (2018) Einleitung – Digital Leadership als zentraler Stellhebel in der digitalen Transformation. In: Digital Leadership. BestMasters. Springer Gabler, Wiesbaden, Seite 2.
*) Customer as Cooperation Partner of ComTeam
**) Customer as Cooperations Partner of Professio