In today's BANI world (brittle, anxious, non-linear, incomprehensible), companies are facing profound challenges.
Volatile supply chains, breakneck technological innovations, and changing customer expectations are forcing rapid change. At the same time, these transformations must be managed under enormous pressure to achieve efficiency and performance, virtually “without machine idleness”. How can managers navigate successfully when, statistically speaking, around 75% of all transformation projects fail?
Successful transformation requires a holistic approach that combines strategy, governance, and change management and puts people at the center. This whitepaper shows why companies, especially in the manufacturing industry, must systematically plan transformation and actively involve their employees to remain efficient in the long term.
Using the AQAL model (all quadrants, all levels) as a meta-map, we offer an integrative framework that takes into account both visible (structures, processes) and tangible elements (culture, attitudes) of an organization. Managers play a key role here: they must legitimize change, set an example themselves, and empower their teams to change. Sustainable transformation can only succeed if they communicate convincingly and radiate credibility.
In this white paper, you will learn how transformations can be successfully shaped in the BANI world and what skills managers need as “captains of change” in order to navigate their companies safely through stormy times.
Key questions in the white paper:
- What distinguishes a genuine transformation from regular business development?
- Why do around 75% of all transformation projects fail, and how can the success rate be improved?
- What special challenges arise in different industries such as aviation and mechanical engineering?
- How can a holistic transformation management approach be implemented?
- What role do managers play as “captains of change”?
- Why is it crucial to consider an organization's visible and tangible levels?
- How can the AQAL model be used as a “meta-map” for complex transformations?
- What new skill sets and value-oriented competencies do managers need in the BANI world?
- How can specialized coaches and consultants such as MHP support managers in the transformation process?