Michael Roehrig

Brief case study about how a global head of strategy can establish a positive working relationship with a CEO who is not ready to listen to his expert suggestions. (published in German)

Creating adaptive organizations is a wide spread desire. At the same time, however, Leadership Development is often still following the same old routines. Participants are put through more or less standardized programs which are delivered by external providers. This can be a missed opportunity: Leadership Development can contribute much more to organizational development. It needs to be closely linked with the strategic questions an organization has to tackle. And it should build on principles… Mehr anzeigen

Creating adaptive organizations is a wide spread desire. At the same time, however, Leadership Development is often still following the same old routines. Participants are put through more or less standardized programs which are delivered by external providers. This can be a missed opportunity: Leadership Development can contribute much more to organizational development. It needs to be closely linked with the strategic questions an organization has to tackle. And it should build on principles how people and organizations learn effectively. In this German language article, I am elaborating on these design principles and how to link Leadership Development with the adaptive challenges an organization is facing. Weniger anzeigen

Dialogic OD is the next step in the evolution of organizational change theory... Chapter 15 on Amplifying Change by Michael Roehrig, Joachim Schwendenwein, and Gervase Bushe offers a model to ensure that the energy and ideas unleashed during dialogic events translate into sustained change after the events. They discuss important leadership roles in creating the structures and processes that allow for experiments and improvisational change, and ensure that good ideas don’t get stymied by current… Mehr anzeigen

Dialogic OD is the next step in the evolution of organizational change theory... Chapter 15 on Amplifying Change by Michael Roehrig, Joachim Schwendenwein, and Gervase Bushe offers a model to ensure that the energy and ideas unleashed during dialogic events translate into sustained change after the events. They discuss important leadership roles in creating the structures and processes that allow for experiments and improvisational change, and ensure that good ideas don’t get stymied by current structures, processes and culture. They offer a different way of looking at behaviors that might appear to be “resistance”, seeing these behaviors as essential for ensuring change proposals are grounded in organizational realities. They review what sponsors and design teams should think about in advance about the three different change stages of Modeling, Nurturing, and Embedding and how they can go about amplifying the impact of innovations that emerge from dialogic change processes. (quoted from introduction chapter). The link directs you to a pre-publication version of the article. Weniger anzeigen

Case 3: Phoenix from the Ashes: How a Corporate Learning Initiative Reinvented an Ailing Business ( ABB ) ABB is one of the world ’ s leading engineering companies. Companies in serious financial trouble seldom if ever look to their learning and development group for answers. The usual thinking is that spending money on organizational development would not contribute to rebuilding a sustainable business. Case 3 contradicts that view. It tells the classical tale of a business unit that was close… Mehr anzeigen

Case 3: Phoenix from the Ashes: How a Corporate Learning Initiative Reinvented an Ailing Business ( ABB ) ABB is one of the world ’ s leading engineering companies. Companies in serious financial trouble seldom if ever look to their learning and development group for answers. The usual thinking is that spending money on organizational development would not contribute to rebuilding a sustainable business. Case 3 contradicts that view. It tells the classical tale of a business unit that was close to extinction. Facing massive layoffs and near - bankruptcy scenarios, employees and executives teamed up in a learning process that led to a reinvention of the business model. Today this unit is one of the most profi table and fastest - growing businesses of the ABB group. The case makes a convincing argument for utilizing a comprehensive learning design to guide cultural transformation that realigns strategy and organization alike. It also provides interesting insights into the political and strategic dynamics of a complex change process. (quote from Designing the Smart Organization, page 84) Weniger anzeigen