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Thomas Juli
195 followers -
Empowering leadership, happiness and project success
Empowering leadership, happiness and project success

195 followers
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Mayday, Mayday!  Opel peilt es einfach nicht:  Sie wollen die Nr. 2 werden.  Aha!  Wieso nicht, "wir wollen das beste Auto bauen" oder "wir wollen das kundenfreundlichste Unternehmen werden" oder "wir wollen unsere Kunden begeistern"?
Was habe ich als (potentieller) Kunde davon, wenn Opel Nr. 2 ist? Nichts.  Es hat absolut Null Mehrwert für mich oder auch nur die Gesellschaft. Wem es nutzt sind die Manager, die ihre fetten Bonuszahlen von kurzfristigen Aktienkursen abhängig gemacht haben und einen Kehricht um die Bedürfnisse ihrer Kunden oder Mitarbeiter geben.
Das Interview von Opel-Chef Karl-Thomas Neumann hat bei mir eines bewirkt:  ein Grund mehr, nie Opel zu fahren!

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"Doing Agile" is clearly not sufficient; you have to BE Agile to truly grasp the potential benefits of Agile and prospering in the Creative Economy.

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Shareholder value thinking is like “corporate cocaine”: it makes you feel good in the short term but the long-term consequences are horrible. Unfortuntely, The Economist is missing this basic insight

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In case you are still looking for a new year's resolution, read this article and come up with a few simple steps to continuous learning and thus foster your own personal growth.

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Volkswagen has shown how greedy and myopic traditional management in corporations is: short-term projects (shareholder interests, EBIT) is more important (or, shall we say the only thing that really matters to them) than delighting customers and our environment. 
Volkswagen management claims that they will resolve the issues and regain our confidence. Really?! I seriously doubt it, for how credible is it when they claim that they change their mindset overnight?! Volkswagen has annihilated the trust of its customers and the public. Not too surprising, top management and whoever ordered the betrayal may just be viewed as a bunch of liars and possibly criminals and should be treated as such.
What could Volkswagen do? First of all, acknowledge that it cannot "fix" an internal, systemic and structural problem overnight. Second, listen to your customers and the public and our needs and those of the next generation (talking about environment concerns). Third, work on a credible and sustainable strategy how to regain our trust, acknowledging that this will take years if not decades.
One thing is for sure, the future of Volkswagen is uncertain. Shame on those managers who caused this. Instead of insisting on their bonuses, they should waive them and give to a fund to save work places who those who don't get fat bonuses.
Alas, there is a good thing about Volkswagen and actually this is something we should be grateful for: We have been made aware that as consumers we have choices. Nobody forces us to buy Volkswagen. And, a crisis for Volkswagen is a chance for innovation. It is up to Volkswagen, whether or not it wants to be part of this future. There is a chance, yes, and it starts with listening and learning. Good luck!

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HIP Camp Heidelberg = Ideen, Fragen, Probleme austauschen und dann ein konkretes Projekt aufbauen, umsetzen und dabei noch Spaß haben
#socialbusiness   #innovation   #socialentrepeneurship  

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Visionen haben ist das eine. Sie zu artikulieren, ein Schritt weiter.  Sie umzusetzen, ist Führung.

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The next level of learning and leadership.
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