Modul 5: Insights

Question 1

1

Answer 1

• Engaged employees generate loyalty among customers and lead to sustainable growth and profit growth, and ultimately to increasing company value.
• The engagement of the employees is critical for driving innovation
• The engagement of employees offers enormous potential for improvement in many German companies.
• There are huge differences in engagement between individual companies and between countries.

Question 2

2

Answer 2

• A culture of innovation is characterized by behavioral norms and values that the employees of a company keep and apply and that promote innovation. Google is a shining example
• Depending on the visibility of the culture to the observer, we differentiate between three levels of corporate culture: artifacts, expressed beliefs and values, underlying assumptions

Question 3

3

Answer 3

• A company that strives to become a serial innovator has to find the right balance between structure and chaos.
• The proclamation of behavioral norms and values is not enough. They have to be lived by the company management (“walk the talk”).
• In addition to the typical key values of a classic innovation champion, an agile innovation champion embodies values such as, above all, fast iteration, autonomousteams, data-drivendecisions, regular learningfrom mistakes, flexibility / adaptability and information transparency.

Question 4

4

Answer 4

• Companies that last (long) control the preservation of the core ideology, which comprises the values, vision and purpose of the company, and pass it on from generation to generation, thus maintaining the core of the company. Everything else can be adapted if the volatile environment requires it.
• Management must manage the cultural conflict between routine and innovation. This is the challenge of ambidexterity. The IBM case illustrates it.
• Changing the culture of a company is a major challenge. For this reason, it is best to define the desired culture, which you want to have, early in the life of a company.
• Cultural transformation majorly depends on new behavior that results in success and that then influences beliefs and values

Question 5

X

Answer 5

1. Engaged employees generate loyalty among customers and lead to sustainable growth and profit growth, and ultimately to increasing company value. The engagement of the employees is critical for driving innovation.
2. The engagement of employees offers enormous potential for improvement in many German companies.
3. A culture of innovation is characterized by behavioral norms and values that the employees of a company keep and apply and that promote innovation. Google is a shining example.
4. Depending on the visibility of the culture to the observer, we differentiate between three levels of corporate culture: artifacts, expressed beliefs and values, underlying assumptions.
5. A company that strives to become a serial innovator has to find the right balance between structure and chaos.
6. The proclamation of behavioral norms and values is not enough. They have to be lived by the company management (“walk the talk”).
7. In addition to the typical key values of a classic innovation champion, an agile innovator embodies values such as, above all, fast iteration, flexibility / adaptability and information transparency.
8. In addition to the typical key values of a classic innovation champion, an agile innovator embodies values such as, above all, fast iteration, flexibility / adaptability and information transparency.
9. Companies that last long control the preservation of the core ideology, which comprises the values, vision and purpose of the company, and pass it on from generation to generation, thus maintaining the core of the company. Everything else can be adapted if the volatile environment requires it.
10. Management must manage the cultural conflict between routine and innovation. This is the challenge of ambidexterity.
11. Changing the culture of a company is a major challenge. For this reason, it is best to define the desired culture, which you want to have, early in the life of a company.
12. Cultural transformation majorly depends on new behavior that results in success and that influences beliefs and values.