Antithetic Leadership: Designers Are Different, Business People Too

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Autor:innen
Mittemeyer, Peter
Wagner, Werner
Autor:in (Körperschaft)
Publikationsdatum
2017
Typ der Arbeit
Studiengang
Typ
04 - Beitrag Sammelband oder Konferenzschrift
Herausgeber:innen
Oswald, Gerhard
Kleinemeier, Michael
Herausgeber:in (Körperschaft)
Betreuer:in
Übergeordnetes Werk
Shaping the Digital Enterprise. Trends and Use Cases in Digital Innovation and Transformation
Themenheft
Reihe / Serie
Reihennummer
Jahrgang / Band
Ausgabe / Nummer
Seiten / Dauer
93-107
Patentnummer
Verlag / Herausgebende Institution
Springer
Verlagsort / Veranstaltungsort
Schweiz
Auflage
Version
Programmiersprache
Abtretungsempfänger:in
Praxispartner:in/Auftraggeber:in
Zusammenfassung
Many established business models are being revolutionized by huge strides in IT development, the availability of cheap money, and the emergence of new buyer groups. To address these new paradigms, companies need to establish a permanent innovation capability that goes far beyond existing research and development (R&D) and idea management. Innovation capability, often also referred to as (business) innovation, complements a company’s transformation capability, which remains vital. To survive and remain competitive, companies must master both capabilities and the underlying logic in parallel. We use the term antithetic leadership to describe this duality in management behavior. This concept distinguishes between two areas of management logic: business (business transformation and operation) and design (ideation and innovation), each of which has its own theories and entrenched culture. Antithetic leadership is not an additional variant of cooperative leadership, but is rather the deliberate and purposeful practice of contradictory leadership in the same ecosystem at the same time, if necessary, by the same leader. To demonstrate what is happening in this inspiring new area, we will look at a consulting unit of SAP: The Business Transformation Services (BTS) group is facing the challenge of cultivating antithetic leadership, namely finding a way for both management cultures to relate, and enabling a positive exchange of ideas. Until now, the management culture of this group followed purely business logic.
Schlagwörter
Culture, Management Practice, Innovation Management
Fachgebiet (DDC)
330 - Wirtschaft
Projekt
Veranstaltung
Startdatum der Ausstellung
Enddatum der Ausstellung
Startdatum der Konferenz
Enddatum der Konferenz
Datum der letzten Prüfung
ISBN
978-3-319-40967-2
ISSN
Sprache
Englisch
Während FHNW Zugehörigkeit erstellt
Ja
Publikationsstatus
Veröffentlicht
Begutachtung
Fachlektorat/Editorial Review
Open Access-Status
Lizenz
Zitation
VON KUTZSCHENBACH, Michael, Peter MITTEMEYER und Werner WAGNER, 2017. Antithetic Leadership: Designers Are Different, Business People Too. In: Gerhard OSWALD und Michael KLEINEMEIER (Hrsg.), Shaping the Digital Enterprise. Trends and Use Cases in Digital Innovation and Transformation. Schweiz: Springer. 2017. S. 93–107. ISBN 978-3-319-40967-2. Verfügbar unter: http://hdl.handle.net/11654/23499