Andreas Lagger, Author at OTRA Consulting

19. March 201719. March 2017

The wrong track of Process Management in old economy

Wrong track in process management of old economy

The old economy is trying to keep up with all the fancy topics of the new digital age. Everybody wants to be agile, lean, high performant, responsive, digitized and of course fully based on Process Management. As a consequence, the old economy claims to have arrived in the new age.

In fact, it is not true at all – mere lip service.

The understanding of the underlying principles in Process Management in the new economy is completely different.

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22. December 201627. March 2017

Prerequisite for Digital Transformation

success factors and the real revolution behind the digital transformation

The business today is crazy about Digital Transformation. Everybody is seeking how his business will look like in the future. The world is focusing even more on Information Technology. Internet of things, block chain, big data, cloud computing and all kind of digital services and devices are fancy.

Do we not forget about something?

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17. December 201627. December 2016

Game Change — Empowerment replaces hierarchies

There is a book from Pia Struck that seems like to confirm as well our principles of Empowerment. Sadly, it is only available in German.

Reduction of Management Overhead supports Empowerment

Most all she finds hierarchies are obsolete in an organisation of the next level. Empowerment of the employees will compensate the absence of management.

I try to incorporate an abstract here soon

If anyone read it already, please leave a feedback

16. December 201617. January 2017

The Mother of Principles in Next Level Organisations

The concept to achieve a quantum leap in performance was invented in the 1950s. I call it the mother of principles for next level organisations

In fact, the concept to achieve a quantum leap in performance is nothing new. It was invented in the 1950s and showed its business results in all key success dimensions, including customer, employee, shareholder and operational value-added dimensions. That is why I call it the mother of principles for organisation development. However, without understanding the underlying dynamics and without adequate time and resources to develop it failed. Finally, it fell out of general favour and ended up in promotional context.

What mother of principles do I talk about here?

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