{"id":4846,"date":"2019-02-05T16:19:35","date_gmt":"2019-02-05T15:19:35","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=4846"},"modified":"2019-02-05T16:19:35","modified_gmt":"2019-02-05T15:19:35","slug":"book-tip-the-orbit-organization","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/en\/management\/2019-02-05\/buchtipp-die-orbit-organisation\/","title":{"rendered":"The Orbit Organization"},"content":{"rendered":"

In order to develop groundbreaking new business ideas, a suitable organizational structure is needed. In addition to a permanent willingness to change, speed is a must in order to be prepared for our high-speed future. Yet countless companies, visualized by a common organizational chart, remain stuck in an organizational model that is static and dates back to the deepest part of the last century. This is where the Orbit model comes in. It propagates the transition from an outdated pyramidal to a forward-looking circular corporate organization. Developed by Anne M. Sch\u00fcller and Alex T. Steffen, both experts in business and transformation, it shows the way to a living culture of innovation that can adaptively, anticipatively and agilely adjust to the requirements of the new era. Nine fields of action are addressed. In \"The Orbit Organization\", the two authors describe the positive effects of their model on all areas of the company in a practice-oriented manner, with fresh ideas and using numerous examples. They have thus succeeded in producing a comprehensive manual that can be used to rapidly implement the necessary change processes. The result? An organization that is excellently positioned for the digital future: highly profitable and deeply humane at the same time.<\/p>\n

Alongside the Corporate Purpose, a company's raison d'\u00eatre, customer centricity plays a prominent role in the Orbit organization. It will become the number one corporate task of the future. Because if you want to take off, you don't just need new management concepts. It must also radically take the side of the customer. Thus, the authors present the first organizational model that actually and visibly puts the customer at the center. It is also the first model to specifically integrate the increasingly necessary bridge-building functions. Because transformation always means transition. This requires people who pave the way into new territory and create connections between inside and outside and between human and artificial intelligence. In addition, new types of partnerships between old and young companies need to be coupled together. Thus, orbiting organizations create an irresistible attraction. \"They are a home port for employee talent - and a place of longing for customers,\" say the two authors.<\/p>\n

The authors<\/h2>\n