I have been running my blog since 2011, at that time with the purpose of marketing my novel. Subsequently, this platform became more and more my virtual learning diary. At the latest with the admission of my doctoral thesis I shared my experiences at regular intervals. The focus was always on recording what I had learned. But with the increase in the number of readers, it became more and more important for me to make relevant practical experiences public. After completing my dissertation, the contributions became therefore somewhat shorter and more practice-oriented.
Also in the new year it will be my aspiration to publish innovative contents. It is therefore interesting for me to look back towards the end of the year to see which articles were read the most in 2018. Here is the ranking:
The background of this article was the request of a school, which wanted a module on digital competences from me. Based on my research, I then developed a model for digital fitness. Since then, this model has been used in various organisations and schools as a framework for reflection.
Before I developed the above-mentioned model for digital fitness, I led a working group at Swiss Post on the topic of „digital competencies“. In this working group, we analysed which digital competencies are important for the employees of Swiss Post. I shared the results and experiences of this work in this article. This work formed an essential basis for my model of digital fitness (see point 1).
- How agile competence management succeeds in digital transformation and why its no longer really about competences
In recent years, I have been particularly interested in two topics: Agility and digital skills. In competence management, both topics come together. I have managed several projects in which companies wanted to align competence management with the new requirements. I have dealt with the most important principles in this article.
I wrote my doctoral thesis on agile culture and was very interested in this concept. However, the agile community is relatively fragmented. There is a perspective on agile practices like Scrum that is widespread in IT. Organizational developers think a lot about organizational forms like holacracy and personnel developers put the individual and his competencies in the foreground. In the context of my doctoral thesis I developed a reference model for organization-wide agility to structure the most important elements of an agile culture. This article will introduce the model shortly.
I have already led many projects on cultural transformation and, especially at the beginning, had great difficulty in bringing a corresponding impact to the organisation. These failures and many instructive conversations with practical experts helped me to find levers for an effective cultural transformation. In this article I describe a procedure for successful cultural transformation.
After developing the reference model for organization-wide agility (see number 4), I was often asked what the most important levers are in the three design dimensions to be agile. Also, an assessment was often asked as to whether there was an agile culture or not. I therefore created a short „Agile Culture Check“ on Survey Monkey, which can serve as a reflection impulse to assess the agile culture in a team or organization.
Following the analysis of which digital skills are becoming important in Swiss Post (see point 2), we have developed measures in the working group. This article summarises an interim status report in which I outline three practical approaches.
Analogous to the Agile Culture Check (see number 6), I was often asked whether I had an operationalized instrument for my digital fitness model (see number 1). Since I didn’t have one at the time, I developed one on Survey Monkey. I named this reflection instrument „Digital Fitness Check“ accordingly.
This article presents a further interim result of the working group at Swiss Post (see point 2 and 7). Thereby, I present a plan of measures which, in the sense of a product backlog lists multiple initiatives which need to be prioritized and implemented.