Sebastian Kolberg is the Change Manager for Digital Transformation at Bayer AG. In this role he supports people and teams to journey together and shape digital transformation. As a #ChangeAgent, he is particularly interested in promoting collaborations, establishing trusting networks and jointly challenging the status quo with a view toward the customer. Good reasons to introduce him here.
Dr. Elisabeth Keßeböhmer & Nicole Vogler
The world is becoming more complex every day, and organizations are facing the challenge of responding smartly. In particular, the banking industry is strongly affected by change and urgently needs to reorient and innovate. While many banks in Germany appear uncertain and are on the decline, Hamburger Sparkasse relies on good networking and is thus definitely one of the pioneers in the banking industry. With the introduction of the internal Tandemploy software as an internal networking platform (christened “FlexWorkz”), they show how flexibilization and networking can look in a modern working environment. They use Tandemploy software to better network all employees and pave the way for new modes of working. Within HASPA, employees can now easily find job sharing, knowledge sharing (expert knowledge and career tips), reverse mentoring and lunch dating. We talked with Dr. Elisabeth Keßeböhmer (Head of Human Resources) and Nicole Vogler (HR Manager & Project Manager for Tandemploy SaaS at HASPA) about the great importance of networking in the context of digital transformation, their tool “FlexWorkz,” and their first success stories.
We live in a networked world in which everything is interconnected. We have unlimited opportunities to connect with people around the globe, to find like-minded people and an expert for everything. Professional cross-company networks such as Linkedin allow us to make contacts around the world, around the clock. Why are we still so badly networked within companies? And how can internal organizational silos be reduced? Here’s why networking is the key to almost all processes of digital transformation, and what we should all do more of to improve our careers:
At our Berlin office, we work with the highest degree of flexibility – and think in terms of tasks, not in fixed positions. We are always trying new forms and formats of work and trying every day to live what we preach to the outside world. In our 30-member team, all colleagues work in flexible work models. Currently we have three job-sharing tandems, four interdisciplinary project teams, five freelancers and 12 colleagues with a four-day week. We want to introduce some of them today and explain why we do what we do.
The best software in the world can only change organizations as much as people and culture allow. That is why at Tandemploy we do not only believe in the tandem principle when it comes to our job: through our new partnership with nextexitfuture, we’re changing and guiding companies sustainably – and with their cumulative startup and corporate experience. Together, the 8 founders of nextexitfuture have an impressive 160 years of experience in large companies: in top management, on executive boards and supervisory boards, and as investors. They know big hierarchical constructs, silo mentality, and the “but culture” of some internal stakeholders like the backs of their hands.
What role do networks play in digitalization? How can the digital transformation be designed effectively and how can employees be helped along the way? What else is there to digitalization apart from the buzzwords? And do we really still need HR?
Every day, we get many exciting visitors at the Tandemploy office. So, we thought we would invite these digitalization experts, role models, New Workers, digital leaders and difference makers to our Yellow Couch and ask them these and other questions. Yellow Couch Talks – our new Tandemploy format for inspiration, questions, and discussions.
We signed the Diversity Charter in September 2018 and are very excited to be part of this wonderful and important initiative. In this article, we explain the goals of the Charter, why we are part of this initiative, and how important diversity is for businesses today. Read more
Knowledge is an important topic when it comes to digital transformation in companies. Good and continuous knowledge transfer brings many benefits and can provide a competitive advantage. Similarly, conscious use of the knowledge and ability of employees is playing an increasingly important role. What knowledge already exists in your company? What skills are there? Which ones do organizations need in the future? And how can they be used strategically? A systematic skill management plan can offer solutions.
Knowledge transfer is currently one of THE topics when it comes to digital transformation in companies. At the same time, dealing with knowledge is also a big challenge. Increased flexibility, higher turnover and greater complexity make companies more vulnerable to a loss of knowledge. Therefore, a good, continuous knowledge transfer has many advantages.
Flexibility and collaboration are essential for holistic digitalization. However, neither are not possible in silos. Much of the knowledge lies in the minds of employees. So how can knowledge transfer take place when employees work in their own silos? They need structures and ways of working that not only allow creative, innovative and free thinking, but actively promote it. In companies, therefore, one’s own digital transformation always begins with the successful networking of employees and a flexibilization of the work models and structures – which thus enables a lively transfer of knowledge.
All these aspects also mean that companies can save time and money. In-house knowledge transfer is therefore worthwhile at all levels: relevant knowledge remains within the company, and employees can work together in a more collaborative manner and complement each other optimally – thereby promoting the ability to innovate. New colleagues find it easier to familiarize themselves and knowledge is available more quickly to all employees.
Although these sound like good arguments, you might still need some help with the implementation.
Here’s the good news upfront: every company already has an incredible amount of knowledge, creativity and innovation potential. What’s missing are spaces to share knowledge, to open and connect silos, and to foster a lively exchange of expertise and ideas. With our Tandemploy SaaS, we connect this valuable and existing knowledge within your company – and support you in your full potential development.
© Hendrik Lüders
Tijen Onaran is a businesswoman, presenter and speaker. With startup affairs, she advises companies on PR and publicity, as well as on building and maintaining communities, and, with her Global Digital Women initiative, is committed to the networking and visibility of women in the digital industry. In addition, Tijen Onaran regularly publishes as a member of the Handelsblatt Expert Council, as well as a columnist for Lead Digital. She has been appointed to the Faculty Board for Digital Leadership of the Management School St. Gallen and to the jury of the Digital Leader, Corporate Culture and PR Report Awards. Before becoming self-employed, Tijen Onaran worked for members of the European parliament and the Bundestag, the Federal President’s Office, and for associations and a university in leading positions. In the interview, we talked about New Work, “tomorrow’s world of work” and the key skills needed in a digital and connected world.
Gabriel Rath is responsible for Social Media & Social Collaboration at OstseeSparkasse (English: Baltic Sea Savings Bank; hereafter “OSPA”) Rostock. In an interview, he told us why OSPA is, in many ways, different than most savings banks, what changes their OSPA-Connect project has brought, and why they also engage in Working Out Loud. Read more
Agility, knowledge exchange, silo teardown, cultural change … these are some of our major topics. So, it stands to reason that we find the Working Out Loud movement (named after the eponymous book by John Stepper) very exciting. But what is this “Working Out Loud” anyway? And what exactly does the method have to do with flexibilization, digitization and the dismantling of silos?
Sabine Kluge is Global Program Manager for Learning and Development at Siemens AG. She is passionate about social learning, social networking and new forms of organization. She is also an expert on Working Out Loud and has gained a lot of hands-on experience. As a #ChangeAgent, Sabine shows that “Work. Different.” can also work in a corporation.
Projects, projects, projects! They are a driving force for innovation and change, and defining and developing new projects is vital to every company. In most cases, however, project initiation and project staffing are implemented following a classic top-down approach. This is often complicated, expensive, and does not necessarily contribute to a good working environment. In today’s companies, project initiation and staffing can work differently: direct, simple and driven by people. It’s time for a change.
| Important Links | Modules of our Software | Where does our Software help? | Legal | |
|---|---|---|---|---|
| Book a Demo | Job Sharing | Digitalization | Legal Notice | |
| Pricing | Mentoring | Knowledge Transfer | Privacy | |
| Whitepaper | Projects | Change Management | General Terms for B2B | |
| Shop | Job Rotation | Flexibilization | Terms of use for Job Sharers | |
| Jobs | Working Circles | Innovation |
| Important Links | Book a Demo | Pricing | Whitepaper | Shop | Jobs |
|---|---|---|---|---|---|
| Modules of our Software | Job Sharing | Mentoring | Projects | Job Rotation | Working Circles |
| Where does our Software help? | Digitalization | Knowledge Transfer | Change Management | Flexibilization | Innovation |
| Legal | Legal Notice | Privacy | General Terms for B2B | Terms of use for Job Sharers |