Simone Janson - Agile Project Management: Leadership for Professionals, Funding for Agile Companies & Methods, Developing Strategies, Making the right Decisions, Creating Concepts, Solving Problems

Leadership for Professionals, Funding for Agile Companies & Methods, Developing Strategies, Making the right Decisions, Creating Concepts, Solving Problems

Simone Janson (ed.)

Published by Best of HR - Berufebilder.de

Agile Project Management

1st edition, 13.11.2019

2019 Publisher Simone Janson | Best of HR Berufebilder.de

Duesseldorf, Germany

Conception, editing, graphic design & layout: Simone Janson

Cover design with Canva

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ISBN of the German eBook edition: 9783965960725

ISBN of the English eBook edition: 9783965960732

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Innovation management - in many companies this means rigid processes that are planned down to the last detail. But in the future, says the future instinct, this could be different: Less planning and more chance and networking. So to speak, the constant beta phase instead of a rigid product. How to do that, companies like Google have already successfully demonstrated. Now there is a word for it: Synnovation!

I met with my colleague Katharina Daniels some time ago Interview about change management in the company and the processes necessary for it: About managers who become general curator gardening. Less control is the condition for innovation.

"Synnovation" now describes the paradigm shift from rigid, well-planned processes to "allowing the random". Innovations arise between staged disruption and controlled coincidence. The era of synnovation has begun.

The title "Synnovation" derives from the growing importance of networking different sources of knowledge. Because the call for (real) innovations is getting louder. They are seen as a guarantee for more competitiveness and business success in the future.

The term innovation therefore ranks high on the agendas of leading companies. How do innovations develop? How do companies manage the chance to become more innovative and inspire their customers?

In companies, a change of thinking can be observed in the development of innovation - away from foreclosed insellations towards a process that promotes free, innovative thinking.

Collaborative multi-stakeholder processes - meaning, for example, dialogues with a wide range of interest groups from different sectors and fields of knowledge - are enjoying increasing popularity.

There is, of course, another technical term: crowdsourcing. You use the swarming intelligence of many to gain ideas that you would never have come up with - and to achieve real innovation.

The advantages of these processes are obvious: customer perspectives can be detected and integrated at an early stage. The know-how from other branches of industry and knowledge disciplines not only allows you to look beyond the famous, but also bring new knowledge into circulation

Synnovation therefore essentially describes a new culture of innovation, in which the new no longer arises primarily from a narrowed-down acceleration, control or overcoming fantasy. "Innovation loses its techno-centric orientation," say the authors.

The place of "engineering innovation" is replaced by a systemic art of innovation that is multi-layered and multi-dimensional. Innovations thus derive their "ingenious" moment from the synthesis, from the creative re-combination of already existing elements that can be intelligently applied to new uses.

But with which methods and approaches can companies try to open up the issue of innovation in a new, synnovative way? This includes the intelligent design of work processes such as an office architecture designed for networking.

Even the chance meeting with a colleague in the hallway can offer a great added value if this encounter proves that one is dealing with similar questions.

And then I got this study, which could actually have cheered me loud: Because allegedly said there, by flexible working, the productivity and thus also the turnover in companies.

Hooray! The argument to finally introduce everywhere flexible working hours. But stop, stop: It's not that easy! What the study clearly shows, however, is that the Germans are not exactly the most innovative.

Regus sells workplace solutions worldwide and in this context always likes to ask its international customers - with interesting results. In this study, Regus 16.000 interviewed executives from various companies in 88 countries about their work habits.

For example, 43 percent of German interviewees said they are more inspired and motivated thanks to flexible work patterns, and 35 percent feel healthier as a result. 72 percent of all surveyed worldwide see a direct link between flexible working hours models and increased productivity.

What is noticeable in this context: In China, 90 percent see this relationship, in Germany only 59 percent. At all, the Germans are in the back seat in quite a number of aspects when it comes to flexible working. Only when it comes to saving the question of whether more freelancers will be hired in the next few years, they are suddenly behind Mexico and India on 3.

• 63 percent of respondents said they are working more on the road than before.
• 35 percent of the interviewees confirmed that the employees of their company feel more healthy than before thanks to flexible working models.
• In smaller companies, flexible working models are more likely to be implemented than in larger companies. Here, 75 percent of employees stated that their company is more flexible than before, whereas only 60 percent of employees in larger companies reported this.