Deutsche Telekom Group We make ICT strategies work Organizational Energy Context & Overview Detecon International GmbH Restructuring & Transformation Community Marc Wagner Based on: “Fully charged” by Heike Bruch & Bernd Vogel August 2012 Circle of Excellence Efficiency
Detecon - Organizational Energy Workshop
Nov 12, 2014
The „Organizational Energy“ is a powerful method to assess and influence organizations and their change initiatives which has been successfully used in various corporate Transformation programs to measure and positively influence the organizational energy of a company.
In this context Organizational energy…
- is the force with which a company works.
- shows the extent to which a company has mobilized its emotional, mental and behavioral potential in pursuit of its goals.
- is measurable and manageable.
- represents itself in two dimensions - intensity and quality of energy. The combination of these two dimensions results in four different energy states.
The approach starts with an initial “energy assessment” based on a standardized questionnaire followed by various interviews / workshops. The presentation attached provides an overview of the concept an useful structure for a initial workshop.
The concept is based on the book “Fully charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance” by Heike Bruch & Bernd Vogel, which provides further insights and background information.
For further information please directly contact Marc Wagner (Partner - Detecon International GmbH; [email protected] )
In this context Organizational energy…
- is the force with which a company works.
- shows the extent to which a company has mobilized its emotional, mental and behavioral potential in pursuit of its goals.
- is measurable and manageable.
- represents itself in two dimensions - intensity and quality of energy. The combination of these two dimensions results in four different energy states.
The approach starts with an initial “energy assessment” based on a standardized questionnaire followed by various interviews / workshops. The presentation attached provides an overview of the concept an useful structure for a initial workshop.
The concept is based on the book “Fully charged: How Great Leaders Boost Their Organization's Energy and Ignite High Performance” by Heike Bruch & Bernd Vogel, which provides further insights and background information.
For further information please directly contact Marc Wagner (Partner - Detecon International GmbH; [email protected] )
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Deutsche Telekom Group
We make ICT strategies work
Organizational Energy
Context & Overview
Detecon International GmbH
Restructuring & Transformation Community
Marc Wagner
Based on: “Fully charged” by Heike Bruch & Bernd Vogel
August 2012
Circle of Excellence
Efficiency
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Deutsche Telekom Group
Community: Restructuring & Transformation
….
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KC: Restructuring & Transformation: Organizational Energy
The goal of the “OE” workshop is to create awareness on “energetic roadblockers” of
transformations and to derive adequate counter measures
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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KC: Restructuring & Transformation: Organizational Energy
A COMPANY’S COLLECTIVE ENERGY CAN BE THE FUEL TO FIRE ITS AMBITIONS
OR THE REASON PERFORMANCE LEVELS CRASH AND BURN.
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KC: Restructuring & Transformation: Organizational Energy
Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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KC: Restructuring & Transformation: Organizational Energy
Source: Fully Charged; Heike Bruch & Bernd Vogel
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Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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KC: Restructuring & Transformation: Organizational Energy
The construct of energy
What is organizational energy?
A company‟s collective energy can be the fuel to fire its
ambitions or the reason performance levels crash and burn.
Organizational energy…
is the force with which a company works.
shows the extent to which a company has mobilized its
emotional, mental and behavioral potential in pursuit of
its goals.
is measurable and manageable.
represents itself in two dimensions - intensity and
quality of energy. The combination of these two
dimensions results in four different energy states.
Why should leaders assess and influence organizational
energy?
Organizational Energy is central for a company‟s
performance and closely connected with its success.
It reflects the current state of energy activation in the
company and is fluid, not stable.
This means it ebbs and flows more readily than the
organization‟s culture, and leaders actively can alter it
OVERALL PERFORMANCE
EMPLOYEE PRODUCTIVITY
CUSTOMER LOYALTY
COMMITMENT
TURNOVER RATE
Organizational
energy
Source: Fully Charged; Heike Bruch & Bernd Vogel
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1. Comfortable inertia
• Low animation, relatively high level of satisfaction
• Weak but positive emotions (calm, contentedness)
• Lack the vitality, alertness and emotional tension
necessary for significant change
2. Resignative inertia
• Weak negative emotions, such as frustration,
disappointment, and sorrow
• Cognitive absence, disinterest or emotional distance
toward company goals
• Lethargic behavior
3. Corrosive energy
• Negative internal tension
• High energy devoted negatively to internal issues
(conflicts, rumors, counter-productive activities)
• Robs a company of its vitality and stamina
4. Productive energy
• Intense, positive emotions
• High attention and strong activity levels which are
oriented towards core goals
KC: Restructuring & Transformation: Organizational Energy
The construct of energy
How can energy be made tangible and measured?
Source: Fully Charged; Heike Bruch & Bernd Vogel
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1. Leadership quality:
Managers need to be able to motivate their followers to
extraordinary efforts by means of role modeling, inspiration,
promoting creativity and strategic employee development
2. Strategic direction:
Clear, strategic orientation of the company; long-term
compelling vision, a clear picture of shared goals
3. Confidence:
Deal successfully with a challenge to use full potential; faith in
own ability will help to pursue even difficult goals with great
persistence and long-term effort
4. Commitment:
A strong, inner sense of obligation to realize shared goals
even in the face of difficulties or setbacks
5. Teamwork:
High cohesion or a strong sense of belonging together in a
company, employees are prepared to put their own interests
behind those of company goals; achieving shared goals and
success instead of competition or destructive issues
KC: Restructuring & Transformation: Organizational Energy
The creation of energy
How is organizational energy created?
Source: Bruch, Vogel, & Morhart, 2006
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• Leaders use an existing, external
threat to move employees out of their
complacency
• Managers need to communicate the
threat in a way that they generate a
feeling of urgency among employees
• Managers direct attention and
awareness onto the one central threat
=> create pressure and willingness on
the part of employees to take action
• Redirect destructive energy by
emphasizing the similarities and unity
in the company
• Plead for the shared goals and
underscoring the binding vision
• Address destructive events directly
and create opportunities in which
employees are able to work through
and reflect conflicts and internal fights
• Building a culture of trust through fair,
transparent information and
communication processes is key
KC: Restructuring & Transformation: Organizational Energy
Strategies for managers: How can managers activate energy?
Slaying the dragon
• Executives use the attractive image of
a positive future and opportunities in
order to inspire employees and
awaken enthusiasm
• Create a specific, clearly defined
„object of desire‟ – a vision which
seems sensible and relevant and
which is closely connected to the
company‟s core business
• Explain the vision and communicate it
in a compelling way
Winning the princess Focusing Energy
Source: Fully Charged; Bernd Vogel & Heike Bruch
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• Central challenge is to maintain the dynamic force
• Management task: strategically controlling the way in which energy flows
• Executives must avoid the „acceleration trap‟, i.e. the risk of overburdening
their company and constantly driving them to the limits of their capabilities
• The way the company deals with strategy development, structures and
culture is designed to prevent inertia, stimulate activity, maintain alertness
and promote emotional involvement (i.e., early warning systems, close-to-
market structures, deliberate development of a culture that encourages self-
initiative, innovation, collaboration and trust)
• Overarching goal: change initiatives system to proactive action-taking and
personal initiative in the promotion of the company
… so how is the
energy state
at your company
?
KC: Restructuring & Transformation: Organizational Energy
Strategies for managers: How can managers maintain energy?
Maintaining energy
Source: Fully Charged; Bernd Vogel & Heike Bruch
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KC: Restructuring & Transformation: Organizational Energy
Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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Resig-
native
Inertia
Corrosive
Energy
Comfor-
table
Energy
Produc-
tive
Energy
• Do we regularly challenge the status quo of our strategy, products & customer relationships?
• Do we continually come up with excellent ideas on how your company can avoid risks, and do we know how to take advantage of
opportunities we have identified?
• Is it easy for your company to implement change or new ideas in the company?
• When working on tasks critical to your company’s success, do your employees seem unconcerned about working overtime or on weekends,
or appear prepared to do so?
KC: Restructuring & Transformation: Organizational Energy
Estimation of the energy states of your company
Please take a moment to ask yourself…
• Are innovations not really welcome here?
• Is your company primarily engaged in optimizing the status quo?
• Does the decision making involve a long process?
• Do consultants highly identify with the situation at your company as it is?
• Is your company dominated by satisfaction with the current situation of products, services, and processes?
• Do you have the impression that many employees are not working toward the company goals, but rather are trying to maximize their own
benefits?
• Is silo thinking prevalent in many of our clusters?
• Are conflicts a dominant feature of the work in top management?
• Do you have the impression that certain groups of employees annoy one another, no longer trust one another, or even hate one another?
C
• Do you have the impression that our employees no longer care about the well-being of the company?
• Do most people in your company express negativity about the viability of new initiatives and change?
• Does it seem as if our people only communicate or interact with one another when it is absolutely necessary?
• Have our employees openly expressed feelings such as frustration, disappointment, and sorrow?
• Is the humor in your company cynical?
D
A
B
Source: Fully Charged; Bernd Vogel & Heike Bruch
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KC: Restructuring & Transformation: Organizational Energy
Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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KC: Restructuring & Transformation: Organizational Energy
Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
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Strengthening the collective self-efficacy conviction:Symbolic management:
• Valuation of people who engage in
the vision implementation and
highlighting effective actors as well
a swell as slowing down people
who are destructive towards
change.
• Personal and visible participation
of top-management with resources
and activities in the implementation
of the vision
• Repeatedly enhance the symbolic
meaning of prioritites
KC: Restructuring & Transformation: Organizational Energy
What can Detecon do to improve productive energy?
Next steps…
Creating feelings of success (mastery experience)
Competencies are fully activated; potentials are
completely exhausted
1
Model learning (vicarious experience)
Cognition of self-confidence strengthens the believe in
own skills and team competencies
2
Immediate Convincing(social persuasion)
Interest of leadership in ideas and emotions, positive
leadership climate
3
Emotional state (affective states)
Creating positive prevailing mood
(develop enthusiasm)
4
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Mobilization through transformational leadership:
1. Idealized influence
Act as role model, set morally high standards, develop conviction of
vision/mission
Create the big picture (covering years), preferably providing concrete
and clear descriptions of the future
Definition of a collective agenda provides orientation and sense
Important: It should be attractive for all stakeholders to be inspired and to
engage towards a collective goal
2. Inspiration
Create incentives through exciting future visions, future vision should be
motivating and emotional thrilling
3. Mental motivation
Known problems need to be reevaluated, employees should be encouraged
to take new perspectives
4. Individual treatment
Skills and potential of employees should be lifted to a new level, individual
appreciation and promotion are necessary
KC: Restructuring & Transformation: Organizational Energy
What can Detecon do to improve productive energy?
Next steps…
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KC: Restructuring & Transformation: Organizational Energy
Agenda
Main activitiesAgenda
Presentation of conceptWhat is the goal of the concept? What are the 4 energy states?
How do they differ and what are the key characteristics? What are general strategies?
Classification of your
company
Which energy states can be found at your company?
What are the characteristics and the behavior of your company? Which state is predominant?
Strengths and weaknesses
analysis
Which strengths and weaknesses can be found in the energy profile?
What are the reasons and what are the consequences for your company?
What to do? What are countermeasures for your company?
What can we do to move into the targeted energy state?
Pre-WorkPre-Reading material + video
Familiarize the participants of the workshop with the energy concept
Measure the energy of the organization with the OEQ 12
FeedbackWhat are the individual key results? What are the learnings?
How could we enhance or improve the concept?
Deutsche Telekom Group
Detecon transformation team
Detecon transformation community consists of experts with wide and well-grounded knowhow
and experience in the transformation and innovation area.
© D
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– 19 –
Lars Attmer HR Management
Training, Coaching
Leadership Development
Peter Gere Organizational Behaviour
Strategic Workforce
Management
Intercultural
Management
Paul Geuting HR Development Organizational Development Restructuring
Michael Lehner Managementtrainings
Organizational
Development
Human Ressource
Management
Amadeus Müller-
Daubermann Strategic Marketing
Corporate Responsibility
Due Diligence and Business
Cases
Carolin Vanessa Herman Change and Culture
Management
Mediation
Business Case Development
Sascha Kurth Digital Transformation
Innovation Management
Workforce Management
Hanna Nari Kahle Social Innovation
Sustainability
Innovation Management
Christian Lohn Organizational & HR
Management
Corporate Development
Strategy and International
Management
Deutsche Telekom Group
Detecon transformation team
Detecon transformation community consists of experts with wide and well-grounded knowhow
and experience in the transformation and innovation area.
© D
ete
co
n
– 20 –
Moritz Schüngel Innovation Management
Sustainability
Energy Efficiency
George Runge Design Thinking and ICT
Innovation
Knowledge Management and
Skill Management
Innovations Performance
Measurement
Carolin Schmidt Change Management
Intercultural Collaboration
Organizational Design
Marc Wagner
Responsible Partner for
Transformation & HR
Management
Efficiency and Restructuring
programs
Turnaround Management
Dr. Dirk Schrameyer Legal Affairs and Regulations
Organizational Development
Total Workforce Management
Dr. Jörg Sander Education Management
Knowledge Management
Learning Enterprise and
Enterprise 2.0
Michael Richter HR-IT Processes
HR Reengineering
Stakeholder Management
Christoph Lymbersky Turnaround Management
Transformation Management
Corporate Restructuring
Tanja Misiak
Corporate Responsibility
Sustainability & Climate
Change
Enterprise 2.0 and Social
Media
Contact
Marc Wagner
Partner
Head of Transformation & HR Management
Circle of Excellence Efficiency (CEE)l
Detecon International GmbH
Sternengasse 14 - 16
50676 Köln Germany
Phone: +49 221 91611414
Mobil: +49 175 2206049
www.detecon.com
Aufsichtsrat: Klaus Werner (Vorsitz)
Geschäftsführung: Francis Deprez (Vorsitz),
Andreas Baumann
Handelsregister: Amtsgericht Bonn HRB 2093
Sitz der Gesellschaft: Köln
Fully Charged: How Great Leaders Boost
Their Organization's Energy and Ignite
High Performance
Heike Bruch / Bernd Vogel
Harvard Business Review Press
2011
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