Christophe Rose

Linkedin invited me to comment on a discussion on "how you can enhance problem-solving in a strategic context". Here my contribution: Anyone embarking on "problem solving" will benefit from an initial reflection on the underlying forces contributing to the salience of the "problem perception" in the context at hand. If the given situation has a minimun level of complexity, mapping those forces (and the interests of associated stakeholders behind them will) also most likely surface influencing factors that do not have the character of a 'problem', but of a 'polarity'. Polarites point to dilemmas, where legitimate goals and values cannot be achieved simultaneously, but each only at the expense of the other. While problems can be solved, polarities can only be balanced. Trying to "solve" a polarity must result in frustration. Awareness of the type of situation will allow to select the right frameworks and tools to tackle the issue, thus increasing the likelyhood of success of any course of action decided. Our approach of "Collaborative Mapping" as used in a leadership program at FHGR Fachhochschule Graubünden (and described in the post linked below) is an approach to address these kinds of "problems". What are the approaches you are working with? https://lnkd.in/gWgfW_SE

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🎯 #AI is a "Wicked Problem" 🤔 Wicked Problems require Moonshot solutions. During yesterday’s workshop with the University of Zurich, Executive MBA program, I shared how AI is a wicked problem: 1️⃣ An ill-formulated issue 2️⃣ Information is confusing 3️⃣ Stakeholders have conflicting values 4️⃣ Risk of making things worse with insufficient action How do you navigate these complex challenges? 🔑 Key Strategies: - Embrace systems thinking, get to first principles - Foster collaborative problem-solving, build your innovation DMU - Iterate and adapt your solution, move beyond current technologies Thanks for the collaboration Tamara Carleton, Ph.D. and Gert Christen. What's your organization's biggest "wicked problem" right now? Share in the comments and download our BIG Strategy Playbook for proven strategies to tackle complex challenges. #LeadershipStrategy #OrganizationalChallenges #ProblemSolving #StrategicThinking

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Thanks for sharing interesting content, exploring how project managers can effectively use data visualization tools and techniques to enhance project planning, execution, monitoring, and control. Good practices showed how data visualization can lead to better project outcomes.

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Recent customer problems solved with the help of a Dragon Suit programme. IN-PERSON WORKSHOP (EU robotics client): Problem-solving & communication between German and Chinese sides struggled. Germans saw Chinese managers as unreliable, Chinese saw Germans as slow and picky. Approach: Intercultural briefings and forming cross-cultural functional pairs for effective virtual collaboration. VIRTUAL WORKSHOP (Chinese/EU automotive client): Chinese executives prepared for 1-3 months in EU countries with little idea about diversity between countries and industries like banking, engineering, HR services (mostly state-owned on the Chinese side). Approach: We prepared both sides with social/cultural awareness and straightforward communication skills. PERSONAL ADVISORY (EU tech client): Market entry and solution localisation in China & APAC required cultural insight and professional network that EU managers didn’t have. The tech solution is highly consumer-focused but Asian consumers act differently from the firm’s legacy market. Approach: Auditing marketing materials and negotiation for “culture traps”, and connecting the firm with potential local partners in the industry. Reach out if I can help you or your team with similar issues.

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𝗧𝘂𝗿𝗻𝗲𝗱 𝗔𝗿𝗼𝘂𝗻𝗱!® 𝗧𝗵𝗲 𝗣𝗼𝗱𝗰𝗮𝘀𝘁 Episode 31 𝗦𝗺𝗮𝗿𝘁 𝗖𝗼𝘀𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘃𝗲𝗿𝘀𝘂𝘀 𝗢𝗹𝗱-𝘀𝘁𝘆𝗹𝗲 𝗖𝗼𝘀𝘁 𝗖𝘂𝘁𝘁𝗶𝗻𝗴 Welcome to "Turned Around!® The Podcast". The realization that traditional cost-cutting methods are no longer appropriate is increasingly filtering through to management levels. However, the transition to more modern, strategic approaches is a complex and lengthy process. Companies that successfully implement this change can achieve sustainable competitive advantages, while those that cling to outdated methods could fall behind in the long term. Together with co-host Michael Hedtstück und Strategy& Partner Michael Weiss, I discussed the old world as well as a more systematic and strategic approach to cost optimization. Sure, it requires a combination of data-based analysis, continuous improvement and close collaboration between Management, consultants, and CRO teams. On the other hand, by focusing on value creation and market success rather than short-term savings, companies can create sustainable and efficient cost structures. 𝗢𝘂𝗿 𝗸𝗲𝘆 𝗳𝗶𝗻𝗱𝗶𝗻𝗴𝘀 𝗳𝗼𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝗻𝗰𝗹𝘂𝗱𝗲: -        Developing strategies that emphasize long-term growth and sustainability. -        Adapting business models and processes to changing market conditions. -        Promoting a positive corporate culture and continuous training of the workforce. -        Using modern technologies and innovation strategies to improve efficiency and competitiveness.   Don't miss this deep dive into the high-stakes world of corporate crisis management and communication. Tune in to understand how companies strive to control the narrative and steer through turbulent times with transparency and strategy. All episodes of 𝗧𝘂𝗿𝗻𝗲𝗱 𝗔𝗿𝗼𝘂𝗻𝗱!® 𝗧𝗵𝗲 𝗣𝗼𝗱𝗰𝗮𝘀𝘁 are available on 𝗔𝗽𝗽𝗹𝗲, 𝗦𝗽𝗼𝘁𝗶𝗳𝘆 and the Excelliance Management Partners homepage! You will find the 𝗹𝗶𝗻𝗸𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗺𝗲𝗻𝘁𝘀! Enjoy!   #transformation #turnaround #restructuring #workout #intensivecare #chiefrestructuringofficer #chieftransformationofficer #cro #cto #cpo #ceo #cfo #coo #businesstransformation #turnaroundmanagement #podcast #turnedaround #ta #performance #strategy #finanzwirtschaftlichesanierung #restrukturierungsmaßnahmen #distressed #privateequity #privatedebt #banking #m&a Rüdiger (Rudy) TIBBE #Excelliance #Restrukturierungsexperten #Sanierung #Liquiditätssicherung #Ergebnisverbesserung

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Last week I attended Project A Knowledge Conference 2024 (#PAKCon2024). It was hard to chose which talks to attend since the agenda was super interesting! I focused mostly on AI topics, here are some of the key messages I took away from them: ✅️ AI landscape in Germany: - AI research, private and public, is growing in Germany and leading worldwide, mostly in robotis development - Policies on data protection / access to government data are roadblocks to further development of AI in Germany - There is still a big gender gap in AI research, dominated by males, under 35 and high earners - AI is not just about gathering data, it needs to focus on solving human needs - Education, Social Dialogue and Medicine are the areas that will benefit the most from AI ✅️ Why companies are failing to implement AI? - They focus on tech but do not focus on the PM / production side, assess if the culture is ready to use AI, have the right talent for such projects - A lot of times, simple available tech can solve a lot of the needs of companies, no need for fancy AIs - A lot of people are using AI, but many do not have a lot of optimism about using it moving forward. Start small, with narrow user cases. Test, test, test. - Educate and change mindsets about using AI. Address the fear of the use of data, replacement of workers and compliance. - There are too many political discussions in companies, focus more on the substance and execution. - Data challenges: 80% of projects fail due to lack of data or too much data (duplication, things that are not needed) ✅️ The future of AI: - Most of the information we consume is digital, but a significant amount is embedded in the physical world - 90% of sensory input is non-verbal for humans. A 4y old has seen 52 times more info than an LLM, because it builds from sensory information. AI won't replace human beings and it will be really hard for AI to develop consciousness - We need to create a new philosophy for AI: make LMMs smarter and address complex challenges - This opens up new horizons: Smaller AIs / less complexity, Optimzed performance and latency, Zero-Shot learning (= incorporate real time learning) These are some of the key take aways. Thank you to all the speakers & panelists: Judith Peterka, Dr. Olivia Lewis, Viktor von Essen and Rasmus Rothe 👏👏

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Generally speaking, you can expect your younger employees to challenge strict hierarchical leadership structures, turning conventional career systems topsy-turvy.

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Ever heard of transformation competencies? 👀 These are the competencies required to lead and implement transformation processes within an organization. Luca Laule and Markus Bick explored this in their paper, "Communication is Key: A Systematic Literature Review of Transformation Competencies," presented at the EMCIS 2023 conference. The findings highlight the paramount importance of communication and engaging employees in the process because effective communication not only ensures that everyone is on the same page but also fosters a sense of ownership and involvement among employees.

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Organizing VUCA@Work, a free online event on 1-Nov, 13:00-14:30 CET. Harvard University (HBR) called VUCA "It’s crazy out there". I couldn't agree more, we all run into this feeling every now and then, and sometimes more often than we want to... Yes, it has become a trendy managerial acronym: VUCA, short for volatility, uncertainty, complexity, and ambiguity. The characteristics however, are not just trendy. They occur more and more at our workplace, as well as in the world we live in. VUCA characteristics makes it difficult to know how to approach a challenging situation, especially at work. We get mixed and ambiguous information and problems get more complex. The end result is that we get confused, feel insecure and when we ask for help, everyone is seeing the situation slightly (or totally) differently. On 1-Nov 13:00 CET I will deliver the online VUCA@Work workshop. In this live session I will deep-dive on the characteristics of VUCA and provide more handles for dealing with them at work and also in life. Providing some clarity in the the way we can deal with VUCA situations. This web-event will first of all quickly increase your understanding of VUCA. It will also clarify how this impacts the workplace and team dynamics. Of course I will present some coping strategies. EVENT CONTENT: - Discover how VUCA your world already is - What are the characteristics and how can you recognize them earlier? - VUCA and team dynamics - VUCA leadership can be learned, examples - Cooping strategies you can apply - Next steps you can take #VUCA #Leadership #Online #Coaching Book your free ticket here: https://lnkd.in/eZj8E6k6 You can also book for follow-up sessions (also free) that will deep-dive on other aspects of VUCA at the workplace, in more detail or from a different perspective.

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Integration is a journey rather than a single maneuver. The chance of an inevitable catastrophe is rather low.   See 🔒 Seal #4 – Fear of breaking things of Post Merger Integration – a closed book!? Demystifying the world of PMI.   Link to the full article in the comments. 👇   By The Hardt Group GmbH – The #Transformation Agents   #PMIspective #PMI #Transformation #Carveout #Merger #postmerger #manda #mergerintegration #postmergerintegration

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🎙️💥 𝗥𝗘𝗟𝗘𝗔𝗦𝗘𝗗 – this episode is a burst of galvanizing optimism. Martin Boeing-Messing and I spoke to one of 🇪🇺 Europe's leading innovation researchers, Prof. Dr. Katharina Hölzle, who leads #digitaltransformation and #innovation across research and practical implementation on a daily base: the former innovation policy advisor to the #GermanGovernment and current Technology Commissioner for the Ministerium für Wirtschaft, Arbeit und Tourismus Baden-Württemberg leads the Institute of Human Factors and Technology Management (IAT) at Universität Stuttgart and the Fraunhofer IAO for industrial engineering with nearly 700 employees. Combining our most disrupting technologies (such as #AI and #VirtualReality) with our most critical challenges facing businesses and society (like #mobility, #urbanliving, and #climateneutrality) is her business. Tune in to this energetic podcast on any major podcast platform to learn about 🌟 Creating powerful innovation ecosystems 🌟 Cooperating effectively across science + businesses 🌟 Implementing innovative business models On the show we also welcomed, Dr. habil. Dr. h.c. Hans Georg Gemünden, the most renown pioneer on technology + innovation management of Technische Universität Berlin 🎧 Tune in and please share your thoughts and feedback. #asapdigital #podcast #SheTransforms #WOMEN OF TECH CONFERENCE GERMANY '24 #Innovation #Technology #DigitalTransformation #Leadership #WomenInTech #AI #VirtualReality #AugmentedReality #Metaverse #Science #Sustainability

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👎 Failure of acquisition targets and expectations is not a privilege of large corporates.   See our sequel  Post Merger Integration – a closed book!? Demystifying the world of PMI.   Link in the comments. 👇   By The Hardt Group GmbH – The #Transformation Agents   #PMIspective #PMI #Transformation #Carveout #Merger #postmerger #manda #mergerintegration #postmergerintegration

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Consider the conclusions of this research and think bigger-picture about how this applies to you, 🌍💡 about your role in your job , whatever function you're in 👨🏻‍💼 👩🏻‍💼. Humans (Management, the C-suite and the board) will trust their employees more than AI UNTIL something goes wrong. Afterwards, they'll trust AI, and in general, automation more. 👍🏻 => 👎🏻 Things will go wrong day-to-day. Black-swan events will eventually happen to everyone. 🌧 =>⛈ The only way to avoid your job being implemented out of existence is for you to add MATERIAL value-add to the business . 🏅 'Material' being material to your bosses and their bosses, NOT you. This is something I am and will carry on covering in my series of articles 'Treasury for Non-Treasurers', available on LinkedIn and Treasurymasterminds.com. 📚🌐 For the non-treasurers who read this post, the articles are high-level, therefore applicable to any back office function, and maybe even some front office functions. I recommend you read them. We've reached a stage when treasuries fall into the chasm of being more than a controlling function but not yet a material value-adding function. This week's article was about how organisations get into the chasm. Next week's will be about how to get out of it. 🗻🧗🏻‍♂️ Articles in the Treasury for Non-Treasurers Series: (ps. all articles build on the previous ones, start with the first 😉 ) 1️⃣  What is Treasury? https://lkdin.io/4JlS 2️⃣  Is Treasury a Strategic Function? https://lkdin.io/4JlR 3️⃣  What’s Treasury’s impact on business performance? (Part 1: Operational Treasuries) https://lkdin.io/4JlQ 4️⃣  A Tale of two Operational Treasuries: Basic and Control-Oriented https://lkdin.io/4JlP 5️⃣ What’s Treasury’s impact on business performance? (Part 2: Strategic Treasuries) https://lkdin.io/4Jss 6️⃣ The realities of Strategic Treasuries - Managing Complexity and Stakeholder Impact https://lkdin.io/4K2r 7️⃣ What’s Treasury’s impact on business performance? (Part 3: Tactical Treasuries) https://lkdin.io/4KBo 8️⃣ Crossing the Chasm (Part I) https://lkdin.io/4KDt #treasury #treasurymanagement #corporatetreasury #financialservices #cxo #sales #marketing #hr #procurement #supplychain #manufacturing #payroll Association for Financial Professionals Association of Corporate Treasurers IACT - Irish Association of Corporate Treasurers EACT - European Association of Corporate Treasurers

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CLARIFY YOUR STRATEGY Is your methodology for setting up your Strategy for 2025 and beyond and your 2025 Strategic Plan ... crystal clear? If in doubt, don't miss the September edition of the Explaining Strategy live course. We'll clarify that together. Take a look: https://lnkd.in/driKS264

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AI – the good, the bad, and the ugly Let's be frank - AI is definitely a sexy topic in many conversations – politicians, companies, academia, friends and family - all have something to say. At the same time, talking about it only at the surface level will not bring us to the depth of understanding needed to judge for real what it is about, and perhaps even most importantly – what it is NOT about. Yet. As for myself, while working in tech, it is easy to assume that many people know what this technology is about, but the real picture is quite different. Whenever I am asked about Generative AI, my first advice is to simply entice people to take up and use it. Theory alone or opinions and headlines in media will not raise the needed awareness and the only way to learn swimming is by swimming, not by reading instructions. I know that this topic is always spiced up with emotions, which is truly positive! Emotions make us engage, care and be passionate about the topic more deeply. In particular, the discussions about Artificial General Intelligence (AGI) (which will be able to act autonomously without a human in the loop and some say – will be conscious and sentient). But let’s start with Gen AI – many people (young, middle-aged, and old) say they either dislike it, are scared of it, or don’t want to try it out whatsoever. But isn’t it like putting one’s head in the sand? Perhaps here lies the key point – liking or disliking it will not change the World that we are surrounded by: it is here, it is improving super-fast, and it will redefine the way we live. More so, as models become more capable, they will get integrated with the world more deeply and fast (woven into the fabric of everything digital, think of all IT architecture in corporations, for example). So how much will your attitude of liking or disliking it affect the development of AI? Probably not much… Hence I often use a metaphor of rain – you might not like it, but you don’t stay at home when it rains. Instead, what you do is take an umbrella, walk outside, and embrace it. Because only by using it can you decide for yourself what it truly is for YOU (helpful, scary, amazing, fun, unreliable)! So off I go to continue my explorations. And what about you?  #AI #GENAI #Telia #ResponsibleAI #AIEthics #tech #humansandtech #GAI

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I took a 2 month #parentalleave as a Partner at Roland Berger to take care of my son and spend more time with my wife. Are are my 5 learnings and recommendations how to make it happen: 1. #Enjoy the moment: Just be there for your family, don't overload the time with special activities every day. Go out in the forest, swimming or go to the playground brings a lot of joy 2. Align timing with #business cycle: Put the leave ideally in the summer months of July and August or whatever time is best for your industry 3. #Delegate all tasks and enable the next leadership generation: Don't think that you are irreplaceable, instead try to hand over all responsibilities, potentially except for having a look at your direct reports from time to time 4. Spend time with your #partner: Do things you did not manage to do in the last months such as a romantic dinner or going to the cinema while your kid is in daycare or relatives have a look 5. Do a private #project: My wife and I build a gigantic mud kitchen for our son and I trief to swim every day for 1h while he was sleeping You could also reconsider if a formal parental leave, i.e. being 100% out is right or if you want to move to a 80 or 90% contract with 2 or 3 months vacation in a year but more flexibility. And finally: Just do it. The time with your kid never comes back. A big thank you from my side to my mentor Carsten Bock , our Industrials head Norbert Dressler and the Roland Berger Advanced Technology Center and Electronics practices for covering me, in particular: Falk Meissner Dr. Joerg Schrottke Alexander Fey Dr. Sebastian Schams Andrew Yi Carina Kiessling Maurus Wüthrich

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This is one I've been waiting for. #pharma is well-known for the reshaping that occurs in organizations large and medium-sized. #spinoff a division or a region, #divest to free up capital, sometimes make a move to ensure on-going #compliance in a highly #regulated industry. The reason and the #caseforchange don't change the need for a well planned #changejourney. Less #resistance, more #commitment. Less #inertia, more #energy. Join us for lessons that translate into your industry #CPG #healthcare #energy #hospitality #airlines and more

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How can business leaders effectively manage their organisation's relentless disruption and uncertainty? How can they confidently navigate the risks, challenges, and trends? What about their decision-making processes, growth and future, leadership trust and alignment, and stakeholder expectations? How can they be at their best if everything rests on them alone or on a small group of team members they lead? Even those with a board are not immune to the complexity and challenges of the complex marketplace, as outlined in the findings by IMD and Roy Hitchman. With its fiduciary responsibility for investors and key stakeholders, the board faces even more daunting challenges in this challenging period. In recent times, many companies and global and regional leaders have been hard hit by how they are adapting and confronting the changing market. They are under the constant 24/7 radar and expectations are relentless. What about those not privy to a board, advisory team, or a strategic council to help them in their decisions, growth, strategy, and vision? One cannot imagine a fast-changing environment in which business leaders and investors still think of leading and managing businesses under the old thinking and structure where everything depends entirely on them alone or from their simple and small leadership team. Their decisions and successes are left to chances, timing, and market volatility. Business leaders may be doing well in stable and good economic times, but how are they faring in the face of rapid market changes and disruptive forces? The rise of AI, consumerism, climate concerns, deglobalization, regional protectionism, consumer shifts, and digital marketing is reshaping the business landscape. How can leaders adapt to this new era and navigate the confusion and disruption? Who is helping them to make better decisions or strategise clearly or know what and where they should be working on more to help put the organization in the proper growth trajectory? In these volatile, uncertain, complex, and ambiguous (VUCA) times, business leaders need to seek advice, strategise, and plan for the future ever more regularly and rigorously, and one where they can adapt to the changing landscape. Recently, we've witnessed the emergence of advisory boards, strategic councils, business scaling coaching, and peer advisory groups as key resources for businesses to fall back on. These entities play a crucial role in not only guiding but also supporting the leadership team through the complexities of the current business landscape, offering valuable insights and strategies for moving forward. In today's environment, business leaders cannot just be busy in the business but also know how to be more effective and who they should counsel more often than before to help them lead more effectively. Who are you reaching out to for help? Do you have an active board? Do you have an advisory, strategic council, or a coach to help and guide you?

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In 2009 I submitted my Master Thesis on the topic of interoperability and I'm grateful Dirk Morschett accepted it. Fifteen years later, it's still a pillar of my work. Great article why interoperability matters by Christian Catalini : "On a truly interoperable network, consumers and businesses have actual leverage against intermediaries because they can port their business elsewhere without having to rebuild their audience, social graph, or customer base." #interoperability #openstandards #digitalidentity

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