We look at change management and innovation through diversity - how do ideas of resilient strategies and change management capture the challenges of the 21st century’s economy in a multicultural, globalised and rapidly evolving environment?
How will the integration of diversity manage the change needed in an organisation?
We also would like to embrace new ways of inspiration - a think-tank about innovation and the empowerment resulting from a successful change management in diversity-oriented organisations vs. 'traditionally‘ managed (large-scale) companies.
CAEvolution is a 100% woman owned technology and management consulting business, specialized and customer-oriented consulting services and management know-how related to diversity and change management. Enclosed, please find some ideas around these topics.
Challenges for companies in the 21st century: We live in an era of constant change.
Challenges for companies will be more demanding and more diverse compared
to the 20th century.
Some of these challenges will be e.g.:
- Junior finding / finding young academics
- Innovation and
- Market growth
- Change Management / theory and reality in SME
- Divergence between product development and product lifetime
Classical innovations are mainly result of research and development
Key technologies are mainly developed by market leaders
Inventing new technologies means fighting against the top dogs, and this might mean juristically confrontations or
High marketing budgets, which are required to share new benefits and usability of innovations with customers
The “app-market” allows cheap and quick success, however, also opens up for the worldwide competition between software engineers, linked to a wide variety of wage levels and income structure across different countries
On the contrary to ‘Change management’ ‘Evolution’ implies that something
shapes and develops because it is better to handle it under present
circumstances in a new way. The old way is not false but not the optimum;
it leaves spaces for improvement.
…but culture eats strategy for breakfast – means often motivation is not
strong enough and the steps of ‘thinking ahead’ and ‘complicity’ have not
been anchored and communicated to the highest extent possible
Product development becomes more and more crucial and ambitious
Smaller profit margins and market consolidation force economy into new structures and new business models especially sustainable strategic models.
Product lifetime shrinks
Change management is vitally required to be most efficient, easy-to-implement and transparent
For a company surviving depends on trusting on change management and the will to change implies the ambition to generate new ideas and to drive evolution
Europe calls itself the mother of culture, the Roman empire is present in all international conferences and legal affairs, the British empire exported the Anglican self-understanding to nearly all countries
The modern concept of art work has been created not only in reflection on this artificial subject, but as a social practice in which people in a particular way interacted with material structures so that people like objects experienced a transformation.
Chinaware – means porcelain – was invented in Saxony in 1708 and 1709 as a copy of Chinese Chinaware and brought immense economical benefit to Saxony
Ottoman Empire tried to invade Austria in 1683, the result was the movement of “a la turca” style in food and beverage (like coffee and sweets) and music, fashion
Indian spices are part of Europeans kitchens, coming to Europe by the expedition of Magellan and his followers
Potatoes came to Europe from Latin America
Not surprisingly, the study cites complexity as the biggest challenge that CEOs face today. The study goes on to note that we live in a world that is more uncertain, volatile and complex than ever before.
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