Leadership

Information security on the Internet is a key challenge. Each IoT connected device is exposed to potential manipulation and interference. Therefore, companies are looking for solutions to minimize their data risks. Sigfox offers a dedicated network for data collection and transfer that serves as a protective layer between the devices and the cloud app. Sigfox devices do not communicate over the Internet and yet their big data reaches the cloud. The network ensures very high system-intrinsic security, which is ideal for industrial application scenarios.

With targeted measures, in-house staff can make a valuable contribution to sales. First, we need a new self-image in the affected departments, as well as the provision of key competences. Following the right track, technology companies can make a leap forward in customer orientation and more sales.

In recent years hierarchy in organisations came under criticism. It was a received opinion that hierarchy is a confining and dictatorial characteristic. Although a clear structure has many benefits. It is time to disband the hang-up opinions. Hierarchy not only gives a determined scope of action to executive but also incentives employees and gives them a save feeling. Either of these are important factors for a successful motivation of employees.

Achieving lean structures and principles in a company means taking care that a cultural change takes place through all the parties everyone, including the leaders and employees, should be convinced that it is sensible, necessary and the correct thing to establish Lean. Lean should not be considered to be a foreign object in an environment where old habits persist. Cultural changes can be brought when thoughts about Lean are internalized by the people in the company, which become a part of the corporate philosophy. This article shows which measures the decision makers in management can take to develop Lean and make it an everyday practice.

The majority of international transport is processed via maritime transport chains, which contribute significantly to global emissions of CO2. As a result, companies attempt to reduce the pollution by optimizing processes and by introducing environmental friendly technologies. However, initiatives are rather pursued on an individual company level than in an inter-actor cooperation. This strategy is ineffective because the key for sustainable operations in a transport chain is the alignment of linking intersections. This paper examines opportunities for the successful implementation of Eco-Innovations along the maritime transport chain as well as its actual adaption. Boundary-spanning cooperation with “landside” actors has been identified as the largest lever for a successful implementation of Eco-Innovations.

Is demographic change a nightmare being completely at mercy as a business owner? Or is it rather offering opportunities? Demographic changes are only one factor for a successful business development. Along with other challenges to the company’s development, it can be used as an opportunity: Planning and taking measures in the medium and long term on individual, collective and organizational levels will result in a change of leadership.

Due to demographic change, fundamental transformations in economy and society can be identified in Germany and other European countries. The requirements on companies regarding increasing flexibility and innovation skills proceed parallel to demographic change. Hence, research on demographics in innovative working environments can deal with these changes in positive ways. The article describes two design tools: first the modular age explorer MAX which makes demographic change perceptible for young people and second flexible, generation-heterogeneous organizations which provide both innovation and value potential. These tools enable generation-heterogeneous communication and work systems for the researchers and all departments.

Increased productivity is a fundamental paradigm of successful business. No wonder management efforts are focused primarily on this “golden calf” of the market economy. There are enough scientific publications dealing with this topic to fill libraries. Never before have we seen so many students educated in the field of Economics at university level. Despite knowing a great deal about tools, methods and procedures, at the place where value is created we continue to think about the same questions and the same productivity deficits: Why is it that companies continue to lose the ability to maintain lean, productive processes in spite of having access to all instruments in the field of Economics? Why do many companies permit the growth of unproductive performance even though they have just introduced controlling instruments to prevent this from happening? Why is it so difficult to achieve significant, sustainable productivity growth even though companies often have access to a broad ...