Company Rebuilding - Innovative thinking
Delila, business analyst at FP Company ReBuilding, studied business psychology (focus: personnel psychology) in Düsseldorf and Hawaii and international management with a focus on change management in Stuttgart and Brazil. From her perspective, she explains the guiding principle behind the term innovation.
Disrupt or die is the merciless motto of many German companies that have long since understood the link between innovation and survivability on the market. Nothing is more impressive than an idea whose time has come in terms of its feasibility. Successful is therefore the one who implements ordinary things in an extraordinary way and quickly or combines them anew. Innovation of lat. renew should not only refer to a certain product or service, but to the entire value chain of a company.
Companies and people have to reinvent themselves again and again in a cycle of becoming and passing away. Perfection has worked well in the old efficiency-driven world. Today, their claim is poison for creative work, free development and authenticity. Perfection leaves no room for gimmicks, experiments or an established error culture. It fosters fear. Fear paralyzes instead of inspiring and inspiring. At the same time, the essence of work passes and that is joy and fun in it.
DETECON increasingly distances itself from perfectionism. Failure is okay with us. Instead of asking, "Who screwed up?" we ask, "Who can solve it?" Mostly it is one and the same person, but the other perspective of the question is crucial because it is solution-oriented instead of reducing someone to their mistake and condemning them. Pointing a finger and exposing people only leads to mistakes being covered up, which increases repair costs. People pretend, become unauthentic and deprived of their chance to grow by their mistakes and emerge strengthened from the situation. A lot of unused potential is lost. However, it is precisely this potential that is very important for innovations. Just like the joy of experimentation, curiosity, creativity and freedom from fear. With a culture that promotes openness and honesty, mistakes can be detected early on and their costs kept low, true to the "fail fast and cheap" principle.
We are currently agilising organisational structures and forms of work in a project, thereby breaking open outdated belief systems and behaviours. This is done, for example, by abolishing innovation killers such as rigid hierarchies, superfluous bureaucracy and complicated processes. The fewer obstacles such as hierarchy rungs an idea has to climb on its way to happiness, the better. The transformation takes place during ongoing business, i.e. an operation on the open beating heart. This would certainly not succeed so well if we did not have the courage to change things radically, to leave no stone on the other and to practice with humour, openness and composure in dealing with small and big mistakes. DETECON's commitment to future projects is reflected in its incentive systems. DETECON also supports its consultants in implementing their own ideas and business models, for which they are even exempted.
A thirst for knowledge and openness towards what lies beyond the spheres of the known also implies an established feedback culture. Re-mirroring reinforces positive behavior and supports the abandonment of negative behaviors that do not add value. Encouraging words from managers often work motivational miracles and are like a balm for self-efficacy. It is also beneficial to the working atmosphere because it increases transparency and trust, which is crucial for good performance in the project.
Every new idea gives rise to new ramifications to even more new possibilities. A renewal inevitably brings with it a criticism of the old way of functioning. However, we would not be where we are today if man had been content with life in a cave.