SOLYP-Blog

The second part of our blog series presents Adam Grant's amazing insights is about finding ideas: In his book “Originals. How Non-Conformists Move the World” the US-American organizational psychologist asks how those ideas of our time, that are really original and successful, come into being in the first place. Therefore, Grant studies authentic "Originals": People, who don’t fit in and not only have great ideas, but first of all, who are also so bold to make them come true. In short: those who drive creativity and change are the ones, investors and employers should turn to. What habits do those Originals have? It’s actually just three vital points.

A guest article by Dr Bianca Drerup
 

Since the turn of the millennium the role of controllers has changed rapidly: Mainly seen as ‘number crunchers’ and ‘control freaks’ then, they are now highly estimated as management consultants and critical counterparts. The latest trends in digitalization and shared service organizations are also affecting this view: The range of responsibilities and technologies employed has changed so much up until now that companies need to totally restructure the role of controllers. The University of Duisburg-Essen recently carried out a study about such transformational processes, including the implementation of the Strategic Intelligence Software SOLYP3 at a consumer product manufacturer.

Not to order, but to give the right impulses. Not to react, but to develop successful strategies. As the world of economics and business undergoes profound digitalization, it becomes more and more evident that a new type of leadership is needed which will meet the disruptive challenges of the future. But what does good leadership in an ever changing working environment really require? Find out how to gain the strategic lead!

A guest article by Prof. Dr. Julian Kawohl
 

I have always dealt with theories, concepts and instruments of strategic management. When I studied business, I learnt essential approaches, which I later practically applied as a chief strategy officer. Now, as a professor for management, I pass them on to my students and in my scientific work to the public. Today, when I meet up with my former chief strategy officer colleagues in interbranch networks, this change of perspective makes me see big and fundamental changes coming up, which will affect the work of strategists.

By now, even the most conservative CEO should have realized: Digitalization cannot be averted, ignored or put aside with a smile. No reason to panic, however: Meeting the challenge today means benefitting from optimized work flows, product innovations and new markets tomorrow. Is your business ready for digital transformation? Find out by answering four simple questions!