Ingo Kallenbach

Leadership in an agile world: "Working out loud"

How you can promote the development to an agile company with "working out loud"

Companies such as Siemens and Continental are already working successfully with the new method. At BMW and Bosch, "Working out loud" has even been integrated into the daily work routine. In the age of digitisation, this new procedure promises to enable cooperation across divisions and companies and to promote the rapid exchange of knowledge and access to institutions and persons with whom one has had no contact so far.

Ingo Kallenbach

Leadership in an agile world

The concept of agility and how to successfully implement the development of your company to an agile organisation

The concept of agility originated in software development. Agile methods, such as "scrum", have been on the agenda there for a long time. Even beyond the IT sector, agile processes are becoming increasingly important as a leadership and organizational principle and are gradually conquering the entire corporate world.

Ingo Kallenbach

Four success factors for effective and sustainable leadership development

The consequences of poor management and how you can avoid them through holistic development

Managers are the key players in every company. They shape the prevailing behaviours and play a decisive role in shaping the corporate culture. Misconduct on the part of managers is particularly evident in a weak, emotional bond between employees and the company. The resulting lack of willingness to perform leads to annual economic costs of up to 109 billion euros.


Interview with Ingo Kallenbach

Leadership development: Thinking holistically  and shaping sustainability

Management development is one of the most important areas of strategic personnel development. The targeted promotion of the potential of executives is also a core element in Reflect's portfolio. From an interview with Managing Director Ingo Kallenbach, the Reflect editorial team has compiled some key aspects on the subject of managers and the design of sustainable development programs for you:

What do you mean by leadership development?

Ingo Kallenbach

How sick is your strategy (SO 2/7)?

The second part of the series on the Ailing (AO) or Sick Organisation (SO) deals with “incorrect“ strategies of a company. In the following article you will find out what makes a strategy sick, how this can be determined and, on the other hand, how you can be ahead of time and develop competitive benefits.

If a strategy becomes sick, we call it exploiting or wasteful. Both forms illustrate the negative poles of a market- and resource-oriented and thus future-proof approach (refer to Fig. 1, The Sick Organisation). The different developmental stages in the integration of Corporate Social Responsibility (CSR) in the organisational strategy show that it can work differently. 

Ingo Kallenbach

When are processes healthy?

A Healthy Organisation (HO) is characterized by solid economic results, suitable processes within the overall organization and a healthy climate. Ultimately it is about the interaction and the balance of the different parameters strategy, structure and culture. Processes play a decisive role in this. Everyone is familiar with examples from his/her own professional experience in which processes were not clearly defined or overregulated.

Ingo Kallenbach

The Sick Organisation (SO 1/7)

After we have unfolded our concepts of the Healthy Organisation (2014) and Leadership in the Healthy Organisation (2015) over the last two years, we would like to focus on the Sick Organisation (SO) and its smaller sister the Ailing Organisation (AO) in this year’s series, as we have already announced in our last notes. It is less fun, since one rather spends time with positive things, nevertheless the reality of the business world often looks different. In this series we would like to give an idea of what goes wrong in organizations, which causes this might have, and which solutions present themselves. 

Ingo Kallenbach

Sustainable leadership in the HO (7/7)

This article is the last one in our series on leadership in the Healthy Organisation. Due to the positive feedback of our readers we will start a new series with the next release of our notes that will deal with the Sick Organisation (SO) and its symptoms. 

We admit, “sustainable“ meanwhile has become such a stale word, that you can’t stand hearing it. By now everything is sustainable. Maybe we should have rather used the new management word of the year, “disruptive“ (FAZ of December 27th, 15), then we would at least remain within the spirit of the times, even if the meaning is completely different.

Ingo Kallenbach

Seasons's greetings from Reflect

We wish all of you a merry Christmas and a happy New Year. We thank you for your partnership and loyalty in 2015 and are very much looking forward to seeing you again next year.

Ingo Kallenbach

Cross-linked leadership in the Healthy Organisation (HO 6/7)

Starting position:
Maybe you are familiar with this wonderful example: the residents of the Hebrides in Northern Scotland deliberately placed lice in their hair to get healthy. The background is, every time they became sick, there were no lice in their hair. As soon as they had recovered, the lice were back. This led to the wrong causality, that lice are good for their health.

Ingo Kallenbach

Worth reading: Management Y by Brandes, Gemmer, Koschek, Schültken (2014)

The book was published 2014 by Campus and written by the four authors Brandes, Gemmer, Koschek and Schültken, all of whom are working in the consultancy field. Brandes is also involved in the gratifying “New Work Project Augenhöhe (eye level)“. The book is very colorful and reminds you of former editions of the Business Model Generation by Campus, which were also designed with much effort and skill… that is with many pictures, large-format photos, illustrations, quotations, room for discoveries - but in doing so always on the edge of a picture book.

Ingo Kallenbach

The effect of positive and negative customer feedback systems on the success of your organisation

This indeed is an exciting story worth a short article: recently, scientists around the “leadership“ professor Heike Bruch (Organisational energy, Hochschule St. Gallen) have studied the feedback systems of 70 German service companies (Kipfelsberger et al, 2015 - the article can be requested from us). However, before we get to the results and their significance, please evaluate the following questions on your own:

Ingo Kallenbach

How do you train future executives of the generation Y?

Much has already been written about the “Gen Y“. Significantly more than about any other generation before. Meanwhile the largest part of those born between ´77 and ´98 have settled down in companies. Now the question is no longer how they want to be led and what needs to be considered in doing so, but how they are prepared and how they can be qualified for the subject of “leadership“. Thus, the next wave, the next development step is approaching.

Ingo Kallenbach

Strengths-focused leadership in the HO (5/7)

Not only Andrea Nahles has only recently demanded a leadership culture, in oder to keep employees fit and thus to cover the shortage of skilled professionals. Once again it was proven in an enlightening study of the Federal Institute for Occupational Safety and Health that there is a clear connection between leadership behaviour on the one hand and well-being as well aspsychological health of the employees on the other hand.