Resonance Economy E-Book

Matthias Rosenberger

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 83

Veröffentlichungsjahr: 2022

Beschreibung

Today's organizations are more complex, more digital and more volatile than they were a hundred years ago. However, the tasks in management have hardly changed since then. Like conductors in an orchestra, managers are responsible for the corporate resonance chamber, i.e. the harmonious interplay of all content-related, technical and social elements in their companies. Our economic system is undergoing digital upheaval. People, markets and brands are unsettled and in search of their own digital transformation solution, as a company, as an organization and with regard to their own value creation. History has shown that structures, processes and product ranges in the sales industry are subject to constant change. The market as a whole follows a self-preservation instinct. It controls itself and triggers constant changes, which in turn ensure its survival. All companies are part of this constant process of adaptation. In addition to globalization, digitalization and social change demand viable answers to the future of one's own company and brand identity.

Leseprobe

act resonant . be different

"The more complex and dynamic a system is, the more important it becomes to cleverly combine the ability to resonate and differentiate in order to build meaningful bonds with customers and employees. This is the only way to stand out from the competition, increase the distance to others, and at the same time remain accessible."

Content

Globalization Matters

And second, BECAUSE we think

Crazy world

Gut data

What we want

The truth about the reality

Dynamics of Accumulation

System Thinking

Complexity

The Glass Bead Game

Resonance Perspectives

Navigation in Blue Oceans

Resonance Management

Resonance Parkour

Performance Resonance Scoring

Resonance Consulting

References

For further and in-depth insight:

Globalization Matters

By far the greatest phenomenon of our time is globalization. Things no longer happen locally now, but worldwide and simultaneously.

One depressing evidence is the “true” pandemic of the virus (SARS-CoV-2 / Covid-19). In 2020/2021 it almost has the entire world in its grip. The fear that this constantly mutating pathogen could cause much greater damage to health than the “common flu” is causing governments and citizens alike to act in a fear-driven manner. In Leipzig, for example, supermarkets turned over eight times the average amount of toilet paper and five times the usual amount of pasta products and rice in March 2020. “Hoarding behaviors” are a clear indication of doomsday expectations (LVZ: 16.03.2020).

Seemingly legitimized by fear of the pathogen, governments are circumventing essential human rights. Under the guise of the “Infection Protection Act” (§ 17), which was amended at short notice, they force protective masks on citizens and impose house arrest ("lock-down") and restrict freedom of assembly.

At that point one can begin to wonder, as Gigerenzer, researcher of institutions, too did at an interview: “may the democracy go into quarantine?” (Gigerenzer 2021).

The danger posed by SARS-CoV-2/Covid-19 is not to be assessed conclusively here. Of course, it is real. As proved, the SARS-CoV-2/Covid-19 virus, including its variants, is still a relatively unknown virus and the information on mortality, long-term damage, infection risks and vaccines is still not completely clear. In any case, the world has not been the same since the pandemic. The virus - or at least the handling with it - has mankind in its grip.

Other events were almost lost in the shadow of this event. The Friday for Future movement had been quiet for quite a while. However, it did not go down. Like so many other mass event scenarios, it was probably paralyzed because politically forbidden, astonishingly.

Wars continued to be fought despite the global lockdown, and social inequality increased dramatically. Art, culture and gastronomy are fighting for their existence, although rumor has it that many a restaurateur was earning better than before the Corona pandemic thanks to federal aid. There were also political scandals. The particularly noteworthy ones are the corruption of protective masks, the purchase of villas and the falsification of resumes.

But who cares? The fear of the virus seems to be escalating uncontrollably and becoming the dominant motivational construct in all areas of life, while “freedom”, “justice” and “love” exist as “also-rans”, though it is positive to note that the birth rate in Germany and some countries increased significantly during the pandemic (see Destatis 2021).

The creeping loss of political and media credibility is in my opinion particularly disturbing. The political institutions and traditional journalistic media are currently putting themselves under pressure. In order not to lose their audience completely to intermediaries (Facebook, Twitter, Telegram etc.), they have to generate attention. But the danger here is that the hunt for attention “at any price” becomes vital. Because then the primacy of “balanced reporting” will die. Sensational journalism becomes en vogue. Red colors, large letters and martial terms are used in a dramatized way to attract attention (see Rosenberger & Hamberger 2021).

Too much fake news, too much hoopla? What is interesting here is the fact that we can follow particularly strong affirmative patterns that make us wonder. It is about feardriven accumulation effects. Fear has been proven to be an archaic, strong emotional protection program. Fear is also contagious, often more contagious than the virus itself. In the case of the novel pandemic “pneumonic disease” (SARS-CoV-2/Covid-19), in addition to quarantine measures for people who have already tested positive, we are trying to protect ourselves by means of distance rules, protective masks and assembly bans. Today, June 2022, it can be assumed that the protective measures has taken effect, but the next wave arrived.

Are the pandemic and all resulting phenomena aspects of a “next level” of a global natural evolutionary stage of our existence? Or thought of further: Are we in the midst of the usual accumulation effects that have been shaking our planet ever since? And for me, the decisive question is: What does this mean for humans in all their social, political and economic frameworks?

And second, BECAUSE we think

That the world in capitalist-oriented societies develops in cycles or radically reinvents itself through crises is an old wisdom.

The Russian economist Nikolai Kondratieff is sitting in a Siberian gulag in 1938, awaiting execution. Apart from the fact that this circumstance can be considered a catastrophe for every human being, Kondratieff probably also despairs as a scientist that his work seems to be lost: His theory of long economic cycles comprehensively explains how the virtual-monetary and the real-material side of the economy are interrelated. Kondratieff describes which fundamental inventions, such as railroad or computer, are behind the long-term ups and downs of the economy (see figure 1).

Figure 1: Kondratieff Waves (from wikipedia 2022)

They spread in their own time and get the economy going until they have permeated the whole of society - but then the economy grinds to a halt and the distribution struggles begin (see Händeler 2014).

Economists have different opinions on this, but Kondratieff's idea that the prosperous development of the economy depends on investments that are always used where there is scarcity holds a certain charm. “What is the next wave?” is the crucial question. According to Kondratieff expert Erik Händeler (2014), scarcity prevails most clearly in three areas:

management of complex information situations,

health sector,

shortage of skilled professionals.

These production factors will become increasingly important. And every company that already offers suitable solutions for the organization of these areas and the people themselves has advantages in the market.

The need for fast, clear feedback is currently on the rise. Due to the unfolding market dynamics, it is no longer the sheer size of a company, but its flexibility and ability to adapt to the market that is the decisive factor for success. In short: it is no longer the big that eats the small, but the fast that eats the slow, as well as giants can be defeated by a multitude of well-coordinated and strategically acting dwarfs (“Gulliver’s principle”).

The more the market dynamics increase, the higher the need for complexity reduction, fast and clear feedback and management and consulting instruments oriented towards reflection is assessed.

So how are the responses so far? Companies are reacting to environmental fluctuations. They have learned to consistently orient their value chains to the needs of the market. As a result, we are experiencing an optimization mania that has had a grip on companies since the 90s. Certifications and streamlining are supposed to provide a remedy (ISO 9000, KVP etc.).

The target constructs are: faster, more efficient, more effective and error-free. Smart management consultancies have repeatedly succeeded in bringing new and radical concepts for optimizing value creation structures to companies: “business process reengineering, decentralization, regionalization, profit center organization, project organization, total quality management”!

Unfortunately, at the same time, humanity, flexibility and innovation ability often fall by the wayside.

In the healthcare system, the mania for optimization can sometimes lead to bed utilization (intensive care/normal care) becoming a critical factor of social stability in a pandemic emergency situation.

Some probably remember the public debate on the intensive care bed dilemma (see Tagesschau of 06.07.2021, 6pm)?

One of the most prominent radical concepts might be the “beyond budgeting model”. “No other approach to creating change that we know of is as consistent in its focus on ending the present as the beyond budgeting model with its clear and understandable demand for the complete cancellation of the old (fixed) and the establishment of new relative performance contracts” (Pfläging 2008, p. 260).

An “organization without organigrams”, as Pläging calls his concept (ibid S. 224), it turns our previous idea of hierarchically organized companies upside down (see figure 2).

In line with this, Stefan Kühl sees the increasing task in “bringing about a cooperation process without authority to issue directives” and calls this “lateral leadership” (Kühl 2005, p. 188).

Waldemar Zeiler takes an even more radical path (see Zeiler 2020). He wants a new economy. The founder of the condom company “Einhorn” says: “We have to build sustainable or 'fairstainable' economizing, as we call it, into the DNA of all companies. Otherwise, our children and grandchildren won't have as much fun in the world as we or our parents may have had” (Handelsblatt podcast 23.10.2020)

Figure 2: new forms organization and leadership question the present concept of organization.

Such radical concepts are still in their infancy, but the direction is clear: leadership and organization are no longer trusted to an individual protagonist and the collective will be catapulted into responsibility.

As a consequence, concepts of democratization are finding their way into private companies. Everyone should have their say, and decisions should be discussed and made at group level.

Do we now have to choose between capitalism and democracy, as Jakob Augstein (2013, p. 39) determines? More democracy is desirable in any case, also in the companies.