Оглавление
Группа авторов. Team Rules: Managing Change in the Digital Era
INTRODUCTION
01. STRATEGIC DIGITAL MANAGEMENT
Chapter 1. Transformational leadership in a new reality. Changing the evolution of leadership competencies
NEW ERA SIGNIFIES NEW CHALLENGES
TRAITS OF A SUCCESSFUL LEADER IN AN ERA OF CHANGE
Chapter 2. Thinking innovatively, tapping into hidden resources, and scaling from within
Chapter 3. Trends in change management within a digital environment
CREATING A TRANSFORMATION STRATEGY AND PLAN WITH THE TEAM, UNITING AROUND SHARED VALUES AND DISCOURSES
CORPORATE CULTURE AS A DRIVER OF INNOVATION
DIGITALIZATION AND IT AS ACTIVE ELEMENTS OF MANAGEMENT, CORPORATE ENVIRONMENT, AND BUSINESS MODEL
RETHINKING APPROACHES TO ORGANIZATIONAL DESIGN
TRANSFORMATION MANAGEMENT AND DYNAMIC CHANGE EFFICIENCY METRICS
DIGITAL HR[11] AND IMPROVING TEAM PRODUCTIVITY IN A DIGITAL ENVIRONMENT
INTERNAL MARKETING: INCREASING EMPLOYEES’ LOYALTY AND BUILDING A TEAM OF LIKE-MINDED PEOPLE
LIFELONG LEARNING (RE-SKILLING) AND META-COMPETENCIES
TEAM HEALTH AND PREVENTING EMPLOYEE BURNOUT
FOCUS ON COLLABORATIVE SUSTAINABLE DEVELOPMENT WITHIN THE ECOSYSTEM, SYNERGY, AND COLLABORATION OF BRANDS
02. 10 STRATEGIES FOR A SUCCESSFUL MANAGER IN A DIGITAL ENVIRONMENT
Chapter 1. Involving the team in strategy development
RETHINKING EXPERIENCE AND APPROACHES
FIVE PRINCIPLES OF STRATEGIC FLEXIBILITY
STRATEGY AS A COMPONENT OF CORPORATE CULTURE
MISSION IS WHY AND FOR WHOM WE WORK. STRATEGY IS THE WAY TO ACHIEVE OUR GOALS
GOAL-BASED AND VALUE-DRIVEN MANAGEMENT SYSTEM
Chapter 2. Corporate culture as a driver of innovation. Laying the foundation for organizational improvement and development
EVEN THE MOST PERFECT STRATEGY CAN FAIL IF NOT ACCEPTED BY THE TEAM
THE CULTURE WITHIN AN ORGANIZATION INFLUENCES THE DIRECTION AND DYNAMICS OF ITS DEVELOPMENT, EITHER BY SUPPORTING PROGRESS TOWARDS THE NEW OR BY HINDERING IT
“CULTURE EATS STRATEGY FOR BREAKFAST” (P. DRUCKER)
THE FOUR PILLARS OF THE CORPORATE CULTURE OF INNOVATION
OPENNESS + SYSTEMIC APPROACH. BUILDING NEW, RETAINING AND EXPANDING BEST PRACTICES AND EXPERTISE
Chapter 3. IT as an active element of the value chain. Modifying operational models and bypassing the pitfalls of digitalization
IT ENHANCES BRAND AND PRODUCT VALUE
TYPICAL TRAPS 90 % OF ORGANIZATIONS FALL INTO ON THEIR WAY OF DIGITALIZATION
ELEMENTS OF A NEW (DIGITAL) MODEL OF ORGANIZATION
INVOLVING THE MODEL OF DIGITAL CHANGE IN VALUE CHAIN BUILDING
THE ORGANIZATION AS A NETWORK OF TEAMS
Chapter 4. Flexible organizational design. Removing excessive management levels and building a committed cross-functional team based on the continuity of expertise
THE TEAM IS NO LONGER JUST A GROUP OF HIRED INDIVIDUALS. THE ECOSYSTEM OF THE ORGANIZATION IS EXPANDING
GRADING OR SALARY RANGES: COMPENSATING EMPLOYEES ADEQUATELY FOR THEIR ROLES
TIME TO IMPLEMENT GRADES: GRADING IN FOUR STEPS
TRAINING SUCCESSORS THROUGH REAL PRACTICE
DEVELOPING A CULTURE OF CONTINUITY AND CROSS-FUNCTIONALITY WITHIN A TEAM IS A STRATEGIC OBJECTIVE OF THE ORGANIZATION
HOW TO BUILD A TALENT POOL: THE FIVE STAGES OF ASSESSMENT
RELATIONSHIPS OVER PROCESSES
ACCUMULATING EXPERTISE AND STORING UP-TO-DATE DATA CAREFULLY
SEVEN ELEMENTS OF A FLEXIBLE ORGANIZATIONAL DESIGN
Chapter 5. Riding the wave of change. Preparing the team for transformation and improving the quality and speed of changes through dynamic analytics
PREPARING FOR CHANGE IN THREE STAGES. ACT ALGORITHM FROM THE EXPERTS AT THE DIGITAL EXPERTS ASSOCIATION
IMPLEMENTING CHANGES. TRANSFORMATION MANAGEMENT CYCLE
MIDDLE MANAGEMENT = CONDUCTORS OF CHANGE
LIFE HACKS FOR SUCCESSFUL CHANGE MANAGEMENT FROM AN EXPERT IN MANAGEMENT AND TRANSFORMATION
CHANGES STRENGTHEN YOUR POSITION IN THE MARKET
MONITORING CHANGE. TRANSFORMATION EFFICIENCY METRICS: SETTING PRIORITIES
MOVING AWAY FROM LINEARITY. SAPI GLOBE – A MULTIDIMENSIONAL MODEL FOR EFFECTIVE CHANGE IMPLEMENTATION
Chapter 6. Digital HR. Boosting team productivity in a digital environment
DIGITALIZATION MUST BE SMART
DIGITAL POINTS OF QUALITATIVE GROWTH IN HR
SMART HR DIGITALIZATION TOOLS
THE TEAM’S DIGITAL LITERACY
DIGITAL CULTURE FACILITATES DIGITAL CHANGE
Chapter 7. Internal marketing. Creating focus and shared values within the team
EMPLOYEES ARE ONE OF THE ORGANIZATION’S KEY TARGET AUDIENCES
SEVEN UNOBVIOUS REASONS WHY YOU SHOULD DEVELOP YOUR COMMUNICATION STRATEGY
FOUR TECHNIQUES TO PROMOTE INTERNAL MARKETING AND A CULTURE OF LIKE-MINDEDNESS
A UNIQUE MARKETING FORMAT FOR EVERY CORPORATE CULTURE
INTERNAL MARKETING AS A GAME
PRACTICAL FORMS OF GAMIFICATION
SYNCHRONIZATION OF TASKS, PACE, AND EMOTIONAL WELL-BEING IN THE REMOTE WORK MODE
SIX FACTORS OF SYNCHRONIZATION AND REMOTE PRODUCTIVITY
COMBINATION OF INTERNAL AND EXTERNAL MARKETING = HOLISTIC BRAND
Chapter 8. Competencies and coaching. Building an evolving environment that fosters the growth and self-motivation of teams
COACHING MANAGEMENT STYLE. LAYING THE FOUNDATION FOR COLLECTIVE GROWTH
TRANSITION PLAN TOWARDS A COACHING MANAGEMENT STYLE
COACHING WORKS AT ALL LEVELS OF THE ORGANIZATION
META-COMPETENCIES AS THE BASIS FOR GROWTH
META-SKILLS IN CORPORATE CULTURE
THE THREE LEVELS OF META-COMPETENCIES
MAPPING A COMPETENCY MODEL FOR PROCESS PLANNING
DIGITAL COMPETENCIES: HUMAN + AI
SYNERGY OF HUMAN AND MACHINE RESOURCES. MIXED INTELLIGENCE TEAM
DIGITAL TEAMS. HUMAN + AI > AI
MULTIDIMENSIONAL COMPETENCE MODEL
Chapter 9. Preventing emotional burnout. Fostering effective & non-toxic teamwork communication and role models
PHYSICAL INTELLIGENCE FORMS THE FOUNDATION OF ENERGY BALANCE
HEALTHY CORPORATE ENVIRONMENT: PRIMARY ACTION PLAN FOR THE MANAGER
OPTIMALLY ALLOCATING TASKS TO EMPLOYEES WHILE MAINTAINING FOCUS
EMOTIONAL LEADERSHIP AND EMOTIONAL INTELLIGENCE
FIVE TIPS TO DEVELOP EMOTIONAL LEADERSHIP
Chapter 10. Sustainable development concept and social responsibility as elements of strategy. Striving to strike a balance between societal benefits and the organization's interests
CORPORATE SOCIAL RESPONSIBILITY AS A STEP TOWARDS A POWERFUL BRAND
FINDING A BALANCE BETWEEN BENEFITS FOR SOCIETY AND THE INTERESTS OF THE ORGANIZATION
COLLABORATIONS: MOVING FORWARD TOGETHER
03. ORGANIZATION AS A SYSTEM. DEVELOPING IN CONDITIONS OF UNCERTAINTY
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EFFECT OF UNCERTAINTY AND THE BALANCE BETWEEN THE GENERAL AND THE SPECIFIC
5K MODEL: KEYS TO CHANGE
CONCLUSION
ACKNOWLEDGMENTS
