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So far j.lawrenz@amw-werbeagentur.de has created 6 blog entries.

14/05/2019 | Agile Working – A Guide, Part #1

By |2019-05-27T11:18:10+02:00May 14th, 2019|Newsletter ENG|

Considering the huge technical advances of the last 20 years and corresponding changes to our daily working lives, it is surprising how little the organizational and hierarchical structures of most companies have changed. In fact, many of them still have the same structures as in the era of the shorthand pad, telex and typewriter.

To be able to keep pace with ever shorter innovation and product cycles it is, however, imperative that companies become more flexible and dynamic. The magic term for this is “agile working” and is far more than just a new trend…
This was also the case for the client, a service provider with a national structure, who asked Global DiVision for help with implementation. The existing, classic top-down organization was no longer able to keep pace with the fast-moving market, particularly with regard to new business. The question was not whether the company needed to become more agile but rather how.

Independent Teamwork
The implementation of agile working requires the company to be literally turned on its head. The pyramid is reversed, with managers now supporting the broad platform on which teams work independently. Control and instruction become support and encouragement. Micro-planning is replaced with clear goals and guidelines, thus allowing the organization to react quickly to changes and unexpected events.

Preparing Agile Structures
Good preparation is essential, particularly for the new team role. A good team is always made up of very diverse characters. More freedom also means more accountability. Staff who work independently must also take responsibility for their mistakes. Highly qualified, committed employees are usually happy to take up this challenge. Others, in contrast, may feel more comfortable working to the best of their abilities to complete tasks that have been assigned to them – and have no desire to take on more responsibility. Managers, in turn, may fear the loss of control and be unable to see how they fit into the new system.
Human Resources and the management tier play a central role in the introduction of agile structures and processes. Success is directly dependent on the composition of the teams. New employees in particular should be selected for their high level of self-autonomy and also because they actively seek it. “Team-building processes should receive professional support, either from a correspondingly trained HR department or from competent external consultants such as Global DiVision,” says the Human Resources Director.

In the final instance, such restructuring cannot simply be decided and implemented. Agile organizational structures must be developed step-by-step, with the company growing into the new structure. Employees and lower/middle management in particular must be carefully prepared and involved. Failure to do so will result in the process backfiring.

Do you too wish to work professionally with new flexibility?

07/05/2019 | The Right Approach for Every Personality in the Office

By |2019-05-27T11:19:51+02:00May 7th, 2019|Newsletter ENG|

Is it possible to reduce the number of illnesses in a wholesale and foreign trade company by an amazing twelve percent within 18 months? “It is; and it is very simple,” says Dr. Monika V. Kronbügel (PhD.), CEO of Global DiVision.

Her team was called because more and more chairs were staying empty in the open-concept offices of the company in the heart of Madrid. The employees were not missing because of colds or stomach flu, but rather partly because of serious psychological problems. “We analyzed this and quickly established that the work load was not the greatest stress factor, but rather it was the noise.” Ringing telephones, the various ring
tones of cell phones, the beeping of computers and photocopiers and, of course, the dear colleagues talking with the loudness of a long distance call that actually would not require a telephone.

Even far below a noise level of 85 decibels, noise can make you sick; especially when it is not perceived as disturbing. “Noise is an independent risk factor for heart and circulatory illnesses,” warns the cardiologist, who was brought in by Global DiVision because of the symptoms of the staff. The noise creates stress reactions where hormones like adrenalin, noradrenalin and cortisol are released. That in turn increases blood pressure and heart rates which can even cause a heart attack. “Such noisier and noisier open-concept offices of the 1990s were also popular with us,” says the Spanish partner of GDIC. “Today, they are just as disreputable as large scale livestock farming.”

The result was health management with support with the help of the tradesmen. They renovated the office halls into successively smaller units for a maximum of three people, which not only seriously dropped the noise level, but also the number of sick people.

You also want to have healthy employees?

02/04/2019 | Order is Essential

By |2019-05-27T11:33:09+02:00April 2nd, 2019|Newsletter ENG|

How was it again, that somebody had to keep watch over a sack of fleas? Global DiVision slipped into the unusual role of providing consulting services to consultants and establishing rules as to how to keep an eye on mobile employees: “The job came from an internationally positioned management consultant,” Dr. Monika V. Kronbügel (PhD.) reports. And what her team had to accomplish seemed a tiny bit like looking in a mirror, because: “The colleagues commissioned us because nobody places any value on what a prophet says in his own house.”

The CEO of Global DiVision describes the starting situation candidly: “Of course, the consultants are constantly on the road with their customers. While the Dutch parent company is completely relaxed about it, the project manager in the German subsidiary is only half-relaxed and his counterpart in China is seriously upset if his employees don’t report in with a status report at least once a day.” Therefore, there had to be a standard that was both international and intercultural with which the bosses around the globe could regain their peace of mind.

“With the introduction of the “3rd Friday” and set meetings at the start of the project, milestone meetings and celebrating the success together at the end of the project, we have already taken a major step in the right direction,” says Monika Kilb, partner at Global DiVision knowingly. And the Dutch CIO suspects: “This will simplify international project management for us above all, and we can more easily hire out our consultants to our own subsidiary companies in the interest of our customer projects.”

If you also have to keep watch over a flock