Navigating a Travelling Organization: Insights, Ideas and Impulses from the 3-P-Model

Contents
Part I: Introduction and Framing
	Further Development of the Application of the Three-Pillar Model
		1 Introduction
		2 The Three-Pillar Model as an Open Approach
		3 Application Via Inspiring and Stimulating Questions
		4 Supporting the Application via Impulses and Examples
		5 Using the Three-Pillar Model to Discuss the Situation and the Vision
		6 The Results Count
		References
	Navigating a Travelling Organization Toward Future Success: How to Inspire and Co-create the Joint Endeavor
		1 From Controlling to Navigating
		2 Navigation Is a Systemic Challenge
		3 It Is About Success
		4 Releasing Old Structures and Tracks
		5 Navigation Means Critical Engagement
		6 Navigation: On a Confrontation Course Between the Old and the New
		7 Doing What Is Obvious
		8 Organization Is Interaction
		9 Navigation Needs Difference and Disruption
		10 Leadership Is a Promise
		11 The Opposite of Arbitrariness
		12 Conclusion
		References
Part II: Concepts and Instruments
	Navigation Means Beginning: What Prevents Us from the New?
		1 How the Journey of the Authors and Their Contribution Evolved
		2 Words for Navigating the Travelling Organization
			Application of the Three-Pillar Model
		3 Ending
			What do we need to make good decisions?
		4 Suddenly
		5 Treasure
		6 Waving
		7 Laughter
		8 Conclusion
		9 Lessons Learned
		References
	The Role of ``Navigators´´ in Travelling Organizations
		1 Introduction
			Application of the Three-Pillar Model
		2 Art and Science of Navigation
		3 Skills and Traits of Navigators
		4 Conditions and Context for Navigators
		5 Navigators in Boundary-Spanning Roles
		6 Conclusion
		References
	Viable Stepping Stones along Transformation Journeys: Ensuring Business Execution while Transforming Diverse Organizations
		1 Introduction: Transformation Management in Diverse Organizations
			1.1 The Challenge
			1.2 The Three-Pillar Model
			1.3 What this Chapter Offers
		2 From Checkpoints to Viable Stepping Stones
			2.1 The Challenges to Transformation in Large and Diverse Organizations
			2.2 The Timing and Phasing of Sub-Projects
				Continuation, Discontinuation, and Initiation of Sub-Projects
				Progress of the Sub-Projects
			2.3 Change-Centered Transformation Initiatives
			2.4 Tracking Progress against the Transformation Plan
			2.5 Viable Stepping Stones Refocus the Transformation on the Business Execution
		3 The Roots of the ``Viable Stepping Stone´´ Idea
			3.1 Minimum Viable Product (MVP)
				Comparing the Minimum Viable Product and the Viable Stepping Stone
			3.2 Design-Based Methodologies
			3.3 The Three-Pillar Model
				Sustainable Purpose
				Connected Resources
				Travelling Organization
		4 The Viable Stepping Stone Process
			4.1 The Viable Stepping Stone Process Step by Step
				Schedule
				Anticipate
				Analyze
				Ensure
				Observe
				Improve Business Execution and Adjust Transformation
			4.2 Connecting Transformation Management with Business Execution
		5 Viable Stepping Stones and OKRs
			5.1 The OKR Cycle
				Prepare
				Execute
				Learn
			5.2 Complementary Processes for Defining Goals and Tracking Results in Transformation Processes
			5.3 OKR Cycles Supporting the Viable Stepping Stone Process
		6 Conclusion
		References
	Agile and Design-Based Methodologies in Sales and Service Delivery: The Application of Design for Execution to Field Teams in ...
		1 Introduction: The Need for Design-Based Methodologies in Sales and Customer Service
			1.1 What This Chapter Offers You
				Application of the Three-Pillar Model
		2 The Particularities of the Customer-Facing Organization
			2.1 The Value of Design-Based Methodologies Applied to a Customer-Facing Organization
			2.2 Transformation of the Customer-Facing Organization and COVID-19 Challenges
			2.3 Design Criteria for Design-Based Methodologies Suitable for a Customer-Facing Organization
		3 Design for Execution
		4 The ``Design the Solution´´ Flow
		5 Design for Execution Sessions
		6 The Design for Execution Toolbox
			6.1 Customer Immersion Flow
				Task-Specific Variations of the ``Design the Solution´´ Flow
			6.2 Knowledge Management Flow
			6.3 Insights Generation Flow
			6.4 Solution Exploration Flow
			6.5 Solution Challenge Flow
			6.6 Engagement Design Flow
			6.7 Engagement Challenge Flow
			6.8 Engagement Feedback Flow
				Sequencing of Flows
				Recommendations on the Facilitation and the Scheduling of Sessions
		7 Design for Execution in Practice
			7.1 Define the Task
			7.2 Ideate the Solution
			7.3 Build Prototype
			7.4 Test the Prototype
			7.5 Refine the Solution
			7.6 Validate the Solution
		8 Conclusion
		References
	The Leader´s Personal Approach to Navigating a Travelling Organization
		1 Introduction to the Problem
			Application of the Three-Pillar Model
		2 Navigating a Travelling Organization
		3 Travelling Requires Self-Leadership
		4 Dealing with High Complexity
		5 A New Personal Approach for Leaders
		6 The ``Personal Approach to Navigating a Travelling Organization´´
			6.1 The Domain of New Thinking (``MIND´´)
			6.2 The Domain of the New Attitude (``HEART´´)
			6.3 The Domain of New Action (``MOTION´´)
			6.4 The Domain of New Insights (``FORM´´)
		7 Navigation in Everyday Motion
		8 With the Power of the Network
		References and Further Readings
	Objectives and Key Results: How Navigating Travelling Organizations Might Succeed
		1 Short Overview of the OKR Framework
			1.1 The Origins of OKR
			1.2 What Are Objectives and Key Results?
			1.3 The Typical OKR Cycle
		2 How OKRs Meet New Ways of Navigation and Holistic Agility
			2.1 The OKR Framework for Navigating Travelling Organizations
				Application of the Three-Pillar Model
			2.2 How OKRs Cover and Foster Holistic Agility
		3 OKRs, Individual Performance, and Compensation Systems
			3.1 Conceptual Differences Between MBO and OKRs
			3.2 How OKR Principles Influence Performance Management and Bonus Systems
				Working in Teams Versus Individual Performance
				Focus on Customers vs. Focus on Personal Development
				From Individual Performance Management to Team Performance
			3.3 Case: From MBO and Individual Bonus to OKRs
				Step-by-Step Transition within the OKR Framework
					Phase 1: MBO and OKR side by side
					Phase 2: Integration of Team Aspects Into MBO System
					Phase 3: Full Transformation: Team Aspects Take Over
		4 Conclusion
		References
	Decision-Making in Travelling Organizations-How to-Principles and Practices
		1 Decision-Making in a VUCA Context
		2 Decisions as the Basic Operation of any Organization
		3 Clarify Decision Premises on a Map
		4 Clarify Decision Categories
		5 Decision-Making Principles as Guiding Principles
		6 The Design of Decision-Making Processes and Practices
		7 Cidpartners Case Study: Redesigning the Decision-Making Culture in a Technology Company
		8 Conclusion
		References
	Navigating Investments for Transformation in a Travelling Organization
		1 A New Way to Navigate Investments Is Required
			1.1 Be Fast or Be out
				Application of the Three-Pillar Model
			1.2 Organizations Need to Change
			1.3 How to Do it?
		2 The Iterative Approach from Strategy to Implementation
			2.1 The Approach
			2.2 The Design Principles
			2.3 The Practical Navigation of the Travelling Organization
		3 Relevant Criteria for Investments in the Travelling Organization
			3.1 Investing in Performance Improvement and Future Resilience
			3.2 Criteria along the Portfolio Process
			3.3 From Anecdotal Criteria to Data-Driven Portfolio Decisions
		4 Conclusion
		5 Takeaways
		References
Part III: Application and Experiences
	Navigating the Ivory Tower
		1 Introduction
		2 Situation
			Application of the Three-Pillar Model
			2.1 The Peter Principle
			2.2 The Principle of Delay
			2.3 Start-ups and the Peter-Delay-Fail
		3 Case-Study ``Start-up Project at the Ruhr University Bochum``
			The approach of the WSC:
		4 One Possible Way Out
			The Following are Some Excerpts from a Conversation with Christina Reinhard about Navigating the RUB Within the Area of Tensio...
			4.1 Navigational Development in a University Project
		5 Takeaways
		References
	The Dilemma of How to Navigate a Rock: Developments in the Catholic Church in Germany and Resources for Navigation in the VUCA...
		1 Rationale for This Article
			Application of the Three-Pillar Model
		2 Hypotheses and Derivations
		3 Two Navigation Points from the Reservoir of Christianity
			3.1 An Introduction
			3.2 Passion for the Possible
			3.3 Considering a Different Success Logic
		4 Outlook
		References
	``No Contact without Resistance´´: Why Cultural Policy Has Such a Hard Time with Navigation
		Application of the Three-Pillar Model
		1 Culture and Cultural Policy
		2 Cultural Products and Their Funding
		3 Who Controls?
		4 Navigation of the Cultural Sector
		5 VUCA and Culture
		6 Is there a Purpose of the Cultural Enterprise? What Is to Be Controlled?
		7 Where Should Navigation Be Directed?
		8 Takeaways/Essentials
		References
	Gathering Points Creating Momentum-Navigating the Journey of a Value-Driven Company
		1 Opening Credits
			Journey to a New Collaboration and Organizational Quality
		2 Reflecting the Travelling and Navigation Approach with the 3-P Model
			Application of the Three-Pillar Model
		3 The Navigation Companions: Complexity, Diversity, Dynamics
			Diversity as Advantage
		4 Importance of Gathering Points
			Each Journey Has a Starting Point: First Gathering
			Readjustment: Critical Gathering Point Creates New Momentum
		5 Creating Momentum with the People
			Gathering Point: New Structure Meets the Personal Point of View
		6 Essentials and Lessons Learned
		References
	Industrial Excellence Meets Travelling Organization: Keeping Promises in the VUCA World
		1 Excellence Mindset
		2 Three Pillars Meeting the Promise of Industrial Excellence
			Application of the Three-Pillar Model
			Keeping Promises in the Travelling Organization
		3 Use Case A: Getting Back on Track-Co-managed Communication Paved the Way to T-O-P Excellence in Teamwork and Collective Navi...
			3.1 Perception and Understanding: Need for Action
			3.2 Mapping and Prioritization
			3.3 Co-creation and Development
				Lean Design Principles (VDI 2870-1, 2012):
				Managed Communication
				Working with the Travelling Clock
				Potential Next Step?
			3.4 Performing and Improving
			3.5 What Is the Bottom Line?
		4 Use Case B: Innovation Leadership-Navigating the Journey Using the Travelling Clock
			Some Methodology for Risk Strategists
			4.1 Perception and Understanding
			4.2 Mapping and Prioritization
			4.3 Co-creation and Development
			4.4 Performing and Improving
			4.5 What Is the Bottom Line?
		5 Use Case C: Re-inventing Self-organization-Co-creating the Next Level of Navigation Excellence
		6 Conclusions and Take-aways
		References
	Beating the Normal Curve-Finding the Path for a Traveling Organization in Disruptive Times
		1 Application of the Three-Pillar Model
		2 Stages of Change Adjustment
		3 Advancing Organizational Agility
		4 Linking the Seven Stages of Change Adjustment and Agile Methodologies
			4.1 Immobilization
			4.2 Minimizing the Impact
			4.3 The Pit
			4.4 Letting Go of the Past
			4.5 Testing the Limits
			4.6 Integration
		5 Case Study
		6 Conclusion
		References
Part IV: Resume
	Conclusions and Thanks