By Sebastian Thielke Jul 7, 2014

Translation of the Original article by Sebastian Thielke 

It has been a while since the workshop on Enterprise 2.0 took place in Eschborn with representatives of banks and industry. A remarkable and above all very exciting workshop not only from my perspective as a speaker, but also from the perspective of ongoing learning and sharing experiences. What did I take away from this workshop? The realization that industry, the economy, the people and the financial world have recognized that their own company must transform.

How this change looks, actually looks very differently. Some prefer open, transparent and communicative and others focused, collaborative and team-specific. However, for many it is always that one approach - Networking and Social. But here also the stumbling block seems to be deeply rooted in the earth. On the one hand, one wants the changes and all the advantages, but one is fighting tooth and nail against the circling of the square. One tries to force Enterprise 2.0 into Industry 1.5 and wonders why it does not fit. This is the realization that the workshop has also shown me.

Spiraling down

So why do we not manage to escape our old systems? Why do we fall into the old patterns, although we stormed so youthfully and fresh to the new world, and embraced with all its advantages? Keywords: behavior, habit and ecosystems. The horrors that finish us off are the "proven" assumptions about the proper function, the best behavior and the most fantastic role models. We continue to rely on an economic system that looks at the aspect of Together only as a place and not defined by behavior, culture or way of working.

Incorrect leadership – one step down

Here systems such as leadership and management are playing the crucial roles. What we have currently seen in training and developing of leaders? At most timid plantlets, which is dismissed by the broad masses of the "established" ruling elite as kids’ stuff. Of course, there are the approaches Together, Team and Open Leadership in the field of management and leadership. However, these still match very little in the experience- and learning world of also the new managers and executives.

How, where, with what and why

However, not only the company's management is to blame for this division. Rather, it is an inappropriate approach and starting position, trying to force the square into a circle. The following points should always be on the agenda for an upcoming transformation:

·        How are we positioned?

·        Where do we want to go?

·        How do we reach this goal?

·        Does everyone know that we are all going there?

·        And how do we know if we have already reached the goal?

These are five key questions with five not quite as simple answers or milestones in the transformation.

About the author

Sebastian Thielke Consultant Digital Transformation
Social Business and Enterprise 2.0 - Strategy Development, Enablement, Communications and Value added with the main focus on: People form the company.

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