Josef Herget

• Prof. Dr.
• Research Director at Excellence Institute - Research and Solutions

This chapter describes the importance of working with excellence models in practice. Excellence models are proven frameworks that help organizations improve their performance and competitiveness. The complexity of digital transformations can be well represented in such a model and thus made manageable. First, the individual components of the model...

Companies face constant pressure to change and must continuously adapt to evolving conditions. In this context, digital transformation plays an outstanding role—it is the central theme of this book. However, digital transformation is not an end in itself but is rather directly connected with other crucial factors for business success. Digital trans...

Digitalization has fundamentally changed the working world since the mid-twentieth century. The working world and value creation can be redefined. It is now possible, in principle, to work from any location in the world, as the tools are available everywhere. A look at the foundations of the modern working world highlights the potentials that are e...

This chapter examines digitalization initiatives from a project perspective. It describes ten success factors and ten pitfalls that should be considered or avoided in digitalization projects within companies. These factors serve as a guide for companies to effectively implement digitalization projects and leverage the benefits of digitalization. Th...

A fundamental change in companies through digital technologies cannot be successfully accomplished without a corresponding cultural shift. However, this aspect is still neglected in digital transformation projects. Often, it remains merely a call to attach great importance to culture in the corresponding processes of digital transformation. The art...

Digital transformation requires a cultural change. In this chapter, various concepts for cultural change are presented. For the digitally adequate design of corporate culture, strategy and systematics are the central starting points. The various organic concepts such as cultural change, change management, or the importance of the growth mindset for...

The successful implementation of digital transformation requires a linkage of the digitization strategy with a cultural change in the company. The presented step plan serves this purpose, summarizing the most important steps. The starting point of the proposed concept is the Digital Excellence Model. It should be noted that cultural change is a con...

This chapter presents a pragmatic strategic approach to identifying potentials through digital technologies for one’s own company. This approach is based on the opportunities offered by existing relevant technologies and the company’s business model as a starting point. From this, project ideas and initiatives can be developed and evaluated. These...

This chapter outlines the framework that transfers the systematic derivation of sustainability goals into operational business. First, the conditions to be met are shown, which define the scope of action. Then it is shown how this process can be planned top-down. Strategic decisions define the scope for the entire company. They determine which goal...

After a general classification of the term sustainability, we now want to deal with various concepts that each make different demands on companies regarding sustainability. To this end, we want to use the term sustainability in a somewhat broader sense and not only address the “perfect” strategy, but also methods and concepts that can be helpful on...

Whether in private discussion groups or in the highest global political bodies, few megatrends are discussed as intensively as the topic of sustainability. Often, the term stands for a panacea for the major challenges that our society has to master. Although sustainability can play a significant role in solving global problems, it is not the sole s...

Now that the different concepts for the “correct” implementation of sustainability have been introduced, the excellence model for sustainability presented, and aspects such as corporate culture, reporting, and external communication have been addressed, we want to sketch the development of a roadmap. This initially assumes that the decision-making...

In this chapter, we want to address the specific application of sustainability in corporate strategy. The concept of the United Nations Sustainable Development Goals (SDG) is to be transferred from a political declaration of intent via the model of excellence into practice. We have chosen this concept for the example because it takes into account a...

The successful introduction of sustainability into companies requires its integration with corporate culture. Without cultural acceptance, a strategic anchoring of sustainability will not succeed. Two perspectives are important in this context: how sustainability enters corporate culture and equally, how corporate culture enters sustainability—both...

This chapter considers sustainability initiatives from a project perspective. It describes 10 success factors and 10 pitfalls that should be considered or avoided in sustainability projects within companies. These factors serve as a guide for companies to effectively implement corresponding initiatives and to valorize the desired results of sustain...

This chapter designs a generic model for managing sustainability in companies. This can be adapted to the different concepts of sustainability, it is both scalable and flexibly usable. Working with models of excellence offers numerous advantages in practice, as they provide a framework that helps organizations improve their performance and competit...

In this chapter, we shall delve into the practical application and implementation of consulting governance. To this end, we will present two case studies that showcase the spectrum of individual implementation, from a highly complex project to a smaller one with less complexity. These case studies aim to illustrate the adaptability of consulting go...

The implementation of consulting governance significantly increases the success rate of consulting projects. It brings about clarity in the process, establishes structured frameworks, and adheres to defined rules while addressing risks. This approach enables effective and efficient project management. The investment of additional time in preparatio...

The concept of consulting governance encompasses a range of possible regulations that govern consulting processes. There exist three perspectives on consulting governance: the consultant’s viewpoint, the client’s perspective, and the shared interactions in the context of consulting projects. Identifying the pertinent aspects for each of these viewp...

What topics are covered in the context of consulting governance? This chapter outlines these topics, providing background information and explaining their relevance to practice. It is not necessary to regulate every topic in every project, but the decision should be made consciously and agreed upon by both consultant and client. By incorporating th...

Consulting governance offers a powerful instrument that benefits all participants involved in consulting processes. By establishing a clear framework, it ensures that all necessary conditions are in place for a successful project completion. It is crucial to develop these regulations into a tailored tool that reflects individual needs, thereby incr...

Effective governance is crucial in consulting projects, spanning from initial ideation to conclusion. The purpose of this chapter is to explore and conceptualize consulting governance in a systematic manner. Rather than a haphazard and non-binding list of potential regulations, the conceptual framework should serve as a practical guideline for succ...

The success of consulting projects cannot be attributed to a single cause or reason, making monocausal explanations inadequate. However, one factor stands out as particularly significant: the systematic and regulated process, known as consulting governance. Consulting governance comprises a set of rules that ensure the success of consulting endeavo...

Consulting governance has emerged as a valuable instrument in the field of consulting over the past two decades, addressing the existing needs and challenges in consulting processes. It offers a proven approach to ensure the long-term success of consulting projects. Recognizing its significance, the International Council of Management Consulting In...

Culture Hacks are considered in this book as an integrated instrument of cultural change. Of course, an isolated approach is also possible, but it does not lead directly to the desired corporate culture in a goal-oriented manner. If you want to use Culture Hacks systematically, it is recommended to follow a certain logic. On the one hand, the occas...

All new measures in organizations should be evaluated for their effect. This also applies to the use of Culture Hacks. There are two central strands of evaluation: on the one hand, the entire process of deriving, designing and implementing Culture Hacks can be evaluated along the implementation chain. So the process of introducing Culture Hacks is...

The desired corporate culture must be experienced in everyday working life. Culture Hacks are the link between the desired corporate culture and concrete behaviour. Used correctly, they are a central source of personnel and organisational development. The effects are manifold, in addition to individual development, teams and the entire organisation...

Culture Hacks are increasingly becoming an important tool for shaping corporate culture. They serve above all to perceive and become aware of, to reflect and reinforce culturally appropriate behavior. Culture Hacks can be used as strategy-oriented interventions wherever an incongruence between the desired mindset and the desired behavior can be fou...

This chapter presents different views and concepts of how Culture Hacks can become a matter of course in the inventory of cultural change interventions. Culture Hacks must be introduced into the organizational system, on the one hand they arise as part of the culture strategy and its implementation, on the other hand they include numerous approache...

Culture Hacks are increasingly finding wider dissemination and use in business practice. They can be successful anywhere, they are independent of the size of the company, industry, life cycle or the professionalization level of the company. Of course, these factors do, however, exert a strong influence on their introduction processes and also on th...

Culture Hacks are still unfamiliar territory for most companies. Their testing can be seen as a new management technique in the context of culture change processes, but still relies on a small body of knowledge of proven findings. In this section, ten possible sources of error are identified and ways to avoid them are discussed. The main sources of...

This chapter characterizes numerous Culture Hacks by way of example. It follows the typology already introduced, which distinguishes between strategy-oriented, nudging-oriented and artifact-induced Culture Hacks. First, examples of strategy-oriented Culture Hacks for three selected culture factors (collaboration, customer orientation and innovation...

Culture Hacks develop their relevance in corporate affairs by being systematically integrated into daily work. This chapter discusses three possible approaches. On the one hand, an ideal-typical process of cultural design strategy is described in which Culture Hacks are located as an integral part of a roadmap. On the other hand, the use of Culture...

This chapter deals with the topic of how Culture Hacks can be successfully designed. This includes two aspects in particular: the qualifications and competence that the person using them should have. The task for companies is to provide the right support framework. The use of Culture Hacks is trainable, as is demonstrated by hints for the design of...

Dynamism, speed of change, globalisation, demographic change, skills shortage, digital transformation, platform economy and artificial intelligence are just a few of the current buzzwords that outline the corporate environment. All of these factors touch on key aspects of corporate culture. Successfully navigating these environments continually pos...

Systematic strategy development is important – despite the fact that the aspired corporate culture cannot be absolutely planned. A clear idea of where the journey is to go is central to the targeted consistent planning of a development path. Now that a good starting point for the status of the current corporate culture has been determined and the d...

The concept for shaping corporate culture is based on several phases and the application of various models and numerous methods. The results obtained form the basis for generating strategies and locating measures at various architectural levels. The activities are accompanied by project management and controlling of progress. The goal is to enable...

Which corporate culture prevails in a company? Which would be desirable? In order to answer these questions, it is fundamental to develop a model of the various relevant factors of a corporate culture. In science and practice, various standard models can be found that are quite suitable for determining corporate culture. Some of these models are pr...

Corporate culture must be exemplified. Role models are needed. Preaching corporate culture without living it condemns all efforts to shape a desired corporate culture to failure. In this chapter, we discuss some essential aspects of leadership behavior and shed light on the different functions of various management hierarchies. We also address new...

Corporate culture can be changed in a targeted manner through interventions and the implementation of new methods – this is the credo and starting point of this chapter. First of all, it is important to determine the levels on which the interactions are to have an effect as clearly as possible. This brings the architecture model from Chap. 3 back i...

Every company, every organization has a corporate culture. The corporate culture defines the scope of possibilities and the options for action of companies. It is therefore of elementary importance for successful entrepreneurial development. At the same time, an inadequate corporate culture limits the prospects of prosperity for companies. Dealing...

Corporate culture is alive! And it should be consciously developed and lived. The success of all efforts to create an adequate, aspired corporate culture is documented in the experienced, practiced everyday life of the company. The corporate culture reflects the daily lived normality. In the following chapter, hints for the sustainable implementati...

The success of all change measures in the context of design and change processes can ultimately be measured by the degree of successful introduction and transfer into daily routines. After the selection process of the new measures and methods to be introduced (or changed) has been completed, the introduction planning is of fundamental importance. W...

Maturity levels offer a suitable way of locating one’s own corporate culture on the basis of important cultural factors. On the one hand, this reflects the company’s individual situation, and on the other hand, the inherent benchmarking also enables a comparison with good and best practice. At the same time, maturity levels offer a good opportunity...

Most managers are only intuitively aware of the prevailing corporate culture in their organization. Such an assessment may be correct, but it provides an inadequate basis for systematically identifying weaknesses and strengths on the one hand, and for providing an initial resilient basis for discussion between different members of the organisation...

The attempt to shape corporate culture is always a delicate undertaking, because it calls into question the self-image of organizations, teams and individuals. Values and behavior are centrally addressed: why do we act the way we do and what effect does this action have on other people. It is therefore a two-way process, and by its very nature a di...

Every company has an individual corporate culture. Corporate culture develops over time. It emerges with the founding of the company, changes, adapts, is developed further. It is invisible, but to a certain extent observable. Corporate culture is not static, it develops dynamically. The postulate of changeability is essential – corporate culture is...

Corporate culture can be designed and developed. In this chapter, we first develop a guiding architecture model for corporate culture. This model and its implementation form the basis for a targeted and sustainable design of the corporate culture. We distinguish between three levels: the first level, here called the strategic level, identifies the...