Only 48 percent of the world market leaders in Germany are specifically acquiring and developing the knowledge they need in the course of progressive digitization and constant change. At the same time, more than four out of ten companies refrain from letting a wind of change into their own company when hiring new employees. These are the results of the “Best Strategy 2018” study. Management consultancy Staufen surveyed more than 200 companies, which are among the world market leaders either in their industry or their segment.
“Our study shows that companies are not lacking interest in important future topics and new ideas. Instead, there is great uncertainty regarding the optimal way to acquire and develop knowledge and, above all, how the knowledge acquired can be transformed into competence and ultimately also into entrepreneurial success. We also sense this in the many discussions with managers or personnel managers on the subject of training and qualification,” says Markus Franz, Director of the Staufen Academy. “In addition, many companies have paid a high price in both senses of the phrase in recent years – keyword: seminar tourism.”
Despite numerous investments in the development of knowledge, transferring this into day-to-day work occurs too seldom. This is less due to the professional quality of the training. More significant is the frequent gap in time between what has been learned and practical implementation. “Many companies, therefore, increasingly rely on in-house qualifications on tailor-made topics or on holistic, modular training programs. Participants learn through clear application tasks and immediate examination of practice relevance, says Academy Director Franz.
Whether in-house training or an open seminar program, the lasting success of qualification measures ultimately depends on the corporate culture and executives’ understanding of their roles. “Companies must become organizations where curiosity and learning are part of the daily routine. Otherwise it does no good to externally hire a highly qualified employee, who then continuously faces obstacles,” says Markus Franz from Staufen Academy. “Developing learning organizations is therefore the central task of top executives if they want to make their companies fit for the future.”
Together with the St. Gallen Business School and other renowned partners, Staufen Academy began offering an Executive Leadership Program this year. In the five competence areas Lean, Digital, Strategy, Change and Personality, top-level managers and executives learn how they and their company can keep up with the pace of an increasingly dynamic world.
You can find the current Academy program under: www.staufen.ag/akademie
Mechanical Engineering Congress on November 6th at SEW-EURODRIVE in Bruchsal
The field of mechanical engineering is undergoing a serious transformation. Digitization is increasingly determining company-owned processes, while also opening up new business opportunities. Many companies, however, are still highly uncertain about the benefits of digitization and the success of new business models. The Mechanical Engineering Congress organized by Staufen AG in cooperation with SEW-EURODRIVE therefore focuses on the following questions: How does mechanical and plant engineering approach this transformation process? How do companies develop smart products and new business models? And how do they implement them – also in an international context?
On November 6, 2018 in Bruchsal, decision-makers from the mechanical and plant engineering industry will present benchmark examples from their organizations with reports on their experiences, lessons learned and success stories.
All Information about the event: www.maschinenbaukongress.de
