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AdministrationAgilityArtificial IntelligenceCompliance ManagementConvergenceData-Driven ManagementDigital HealthDigitalizationGovernanceHierarchyHolacracyHuman ResourcesInnovationInteractionLeadershipMergers and acquisitionsMicropoliticsMobile workOrganizational CultureOrganizational DevelopmentOrganizational InterfacesPowerRethinking pharmaceutical salesReviewStrategy
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Artikel (76)
Key Insights from Chetak Buaria
Stability vs. Change: 3 Challenges You’ll Need to Tackle!

Von Sebastian Barnutz, Chetak Buaria,
Structure and Leadership
Rethinking Hierarchies in Hospitals

Von Julian Blanz
Insights and Reflections from 27 Pharmaceutical/Biotech Executives
AI – The New Normal?!

Von Franz-Josef Tillmann, Stephanie Michel
New Developments with AI
Faster, Safer, More Effective

Von Sebastian Barnutz, Christoph Koch

Convergence Models
Challenging National Leadership

Von Ines Vogel, Sebastian Barnutz
Convergence Models
Inside-out Convergence: Can Office and Field Join Forces?

Von Ines Vogel, Simon Weber
Convergence Models
Expertise Convergence: Are Generalists the Better Sales Representatives?

Von Ines Vogel, Claire Terrington
Convergence Models
How to launch a Global Product? with Marc van Unen
Convergence Models
The End of the Division of Labor in Pharmaceutical Field Services?

Von Ines Vogel, Simon Weber
Humanocracy
The principle of openness

Von Sven Kette, Kai Matthiesen
Searchlights of organizational culture
What characterizes clique formation?
Searchlights of organizational culture
What characterizes informal roles?
Humanocracy
The principle of paradox

Von Sven Kette, Kai Matthiesen
Humanocracy
The principle of experimentation

Von Sven Kette, Kai Matthiesen
Humanocracy
Is bureaucracy the right opponent?

Von Sven Kette, Kai Matthiesen
Humanocracy
The principle of community 

Von Sven Kette, Kai Matthiesen
Humanocracy
The principle of meritocracy 

Von Sven Kette, Kai Matthiesen
Humanocracy
The principle of the market 

Von Sven Kette, Kai Matthiesen
Humanocracy
The principle of ownership

Von Sven Kette, Kai Matthiesen
Humanocracy
In search of humanocracy

Von Sven Kette, Kai Matthiesen
Searchlights of organizational culture
What characterizes contact structure?
Searchlights of organizational culture
What characterizes collegiality?
Nail the jelly to the wall!
What characterizes swaps?
Nail the jelly to the wall!
What characterizes useful illegality?
Innovation in Healthcare
AI and the era of organizational dynamism

Von Sebastian Barnutz, Christoph Koch

Innovation in healthcare
Medical technology innovations – what else can they lead to?

Von Sebastian Barnutz, Christoph Koch

Innovation in Healthcare
From Healthcare Professional to Tech Worker? 

Von Sebastian Barnutz, Christoph Koch

Steering Committees
How Organizations Should Replace Their Steering Committees

Von Claudia Langen, Bennet van Well
Decision Making as a Manager
Searching for the Silver Bullet? 

Von Bennet van Well
SXSW Festival: Thoughts and Insights
Everyone just wants the best

Von Sebastian Barnutz, Christoph Koch

Transformations in pharma companies
Transforming past the problem

Von Sebastian Barnutz, Simon Weber
SXSW Conference 2023
Here’s Ro What’s New!

Von Judith Muster, Lars Gaede, Christoph Koch
Rethinking Accountability
How to get fooled successfully

Von Sebastian Barnutz, Simon Weber
Competitiveness vs. cooperation
How to overcome obstacles in pharma alliances

Von Mareike Schumacher, Isabell Hager
Strategy development
Advancing to new plans – with old routines?

Von Isabell Hager, Ines Vogel
Agility
Unequivocal explanations for an ambiguous topic
Using Agile Methods Correctly

Von Lukas Fütterer, Timothy Nas
Why Strategic Medical Affairs Organization Is not a No-Brainer
Pain and gain of silo structures
Why Strategic Medical Affairs Organization Is not a No-brainer

Von Simon Weber, Sebastian Barnutz
Overview of the advantages and disadvantages of agile structures
Not for everyone: What agile work is all about

Von Sarah Schmid, Lukas Lahme

clarity collaboration quadrat
Delphi
How Delphi Can Help Overcome Four Pain Points in Medical Decision-Making

Von Claire Terrington, Christine Krys
Delphi
Bridging the Gap: The Quest for Interdisciplinary Expert Consensus and why process is key

Von Ines Vogel, Mareike Schumacher
the silence of power
Power
The Silence of Power

Von Bennet van Well, Zeljko Branovic
Interview
The impact of Delphi for reaching and disseminating consensus

Von Luca Melis, Alessandro Gallo
Discourse Strategy
Navigating Uncertainty: Unleashing the Power of Expert Consensus

Von Ines Vogel, Stephanie Michel
Go-to-market models
Leading omnichannel transformation

Von Sebastian Barnutz, Andreas Stammnitz
Gaining importance, losing power
Medical Affairs in an organizational dilemma
Gaining importance – losing power

Von Ines Vogel, Claire Terrington
Strategy in pharma
An example from the pharmaceutical industry
Strategy work in a silo? Challenge accepted 

Von Wiebke Gronemeyer, Sebastian Barnutz
Partnerships and tensions
Insights from a digital product studio
How to create a good partnership between organizations

Von Miriam Klein
Criticism and opposition on a subject
Shared Understanding
Schein a Light on Dialogue – It will Drive Alingment

Von Franz-Josef Tillmann
How a black box is changing organizations
Artificial Intelligence
How a black box is changing organizations

Von Thomas Schnelle
Agile Work
When agile teams have to knock on the hierarchy’s door

Von Simon Weber, Annette Gebauer
mistake-permitting culture is not a question of mindset
Agility and managing errors
Why a mistake-permitting culture is not a question of mindset but of structures

Von Thomas Schnelle, Jens Kapitzky

Disruption
Innovating Organizations
Disruption From Without and Within

Von Zeljko Branovic
Why the Health of the Patient Depends on the Health of the Organization
Innovating Healthcare Organizations
Why the Health of the Patient Depends on the Health of the Organization

Von Wiebke Gronemeyer, Anna von Bismarck
Merging Forward
Reorganizing Organizations
Merging Forward

Von Isabell Hager, Sebastian Barnutz
medical affairs acts strange
Leadership
Why Medical Affairs Acts Strangely Sometimes

Von Ines Vogel, Finn-Rasmus Bull
Shadow Players
Division of labor
Shadow Players

Von Luca Melis, Sebastian Barnutz
Dilemma of AI Innovation
Digital Health
The Dilemma of AI Innovation

Von Ines Vogel, Sebastian Barnutz
Scientific Processes
In the Age of Data, Can We Speed Up Deliberation?

Von Camilla Ciani, Luca Melis
Agile: From Buzzword to Reality
Agile Organizations
Agile: From Buzzword to Reality

Von Wiebke Gronemeyer, Thomas Schnelle
After COVID-19: What Will Become of Hospital Sales Representatives
Digitalization
After COVID-19: What Will Become of Hospital Sales Representatives?

Von Christine Krys, Claire Terrington
Excuse me, have you seen my market
Exploring business to business opportunities
Excuse me, have you seen my market?

Von Sebastian Barnutz, Bennet van Well
Strategy and decisions
About plans and good decisions
Why you should stop searching for the perfect strategy

Von Kai Matthiesen
Borderline cases in healthcare ecosystem
Borderline cases in the healthcare ecosystem
Where does a customer end and where does a partner begin?

Von Sebastian Barnutz, Simon Weber
Disruption needs hierarchy
Hierarchy
Disruption needs hierarchy

Von Finn-Rasmus Bull
Make innovation happen
Innovation
Powerfully innovative

Von Bennet van Well, Frank Ibold
From disruption to smart progress
Innovation
From disruption to smart progress

Von Bennet van Well, Zeljko Branovic
Fewer excuses, more courage
Change Management
Fewer excuses, more courage

Von Nele Pröpper, Sebastian Barnutz
Data only provides new arguments
Digitalization
Data only provide new arguments – they do not provide a new objectivity

Von Sebastian Barnutz
Business Planning
Business Planning
All the same – but different?

Von Ines Vogel, Anna von Bismarck
Go-to-market digitization
Digitization and power games
Go-to-market digitization and the redistribution of power in Life Sciences

Von Sebastian Barnutz, Isabell Hager
Leadership
Leadership
Why leadership is just one way to move your organization forward

Von Simon Weber, Wiebke Gronemeyer
KPIs and how to measure success
Strategy work
KPIs and how to measure success in changing life science markets

Von Sebastian Barnutz, Simon Weber
Change of strategy needed
New strategies for market development
Change of strategy needed: Why life science sells processes, not products

Von Ines Vogel, Jakob Schrenk
Orchestrating tensions
Management Insights
Why orchestrating tensions is better than creating harmonies

Von Sarah Schmid, Kai Matthiesen
Structure shapes culture
Change Management
Structure shapes culture’s breakfast

Von Sarah Schmid, Bennet van Well
Agile organizations
Change Management
Powerfully agile

Von Sarah Schmid, Bennet van Well
Alle Artikel
Kolumnenbeiträge (59)
Madness As Usual
Incentives

Von Stefan Kühl
Madness As Usual
Identification

Von Stefan Kühl
Madness As Usual
Hypocrisy

Von Stefan Kühl
Madness As Usual
Holism, or: Greedy Organizations – Dream or Nightmare? 

Von Stefan Kühl
Madness As Usual
Groups

Von Stefan Kühl
Madness As Usual
Gratification Crisis

Von Stefan Kühl
Madness As Usual
Gender Issues

Von Stefan Kühl
Madness As Usual
Four-Square Schemata

Von Stefan Kühl
Madness As Usual
Focusing on Employees

Von Stefan Kühl
Madness As Usual
Figures 

Von Stefan Kühl
Madness As Usual
Fees

Von Stefan Kühl
Madness As Usual
Feelings

Von Stefan Kühl
Madness As Usual
Families

Von Stefan Kühl
Madness As Usual
Faith in Science

Von Stefan Kühl
Madness As Usual
Failure

Von Stefan Kühl
Madness As Usual
Exit

Von Stefan Kühl
Madness As Usual
Evaluation

Von Stefan Kühl
Madness As Usual
Esprit de Corps

Von Stefan Kühl
Madness As Usual
Disruption

Von Stefan Kühl
Madness As Usual
Digitalization

Von Stefan Kühl
Madness As Usual
Diagnoses of Our Times

Von Stefan Kühl
Madness As Usual
Democracy

Von Stefan Kühl
Madness As Usual
Cynicism

Von Stefan Kühl
Madness As Usual
Cycles

Von Stefan Kühl
Madness As Usual
Crises

Von Stefan Kühl
Madness As Usual
Continuous Improvement Processes 

Von Stefan Kühl
Madness As Usual
Contagion

Von Stefan Kühl
Madness As Usual
Cooking the Books

Von Stefan Kühl
Madness As Usual
Comradeship

Von Stefan Kühl
Madness As Usual
Compulsory Membership

Von Stefan Kühl
Madness As Usual
Compliance

Von Stefan Kühl
Madness As Usual
Complexity

Von Stefan Kühl
Madness As Usual
Coaching

Von Stefan Kühl
Madness As Usual
Charlatans

Von Stefan Kühl
Madness As Usual
Changing Jobs

Von Stefan Kühl
Madness As Usual
Career

Von Stefan Kühl
Madness As Usual
Business Plans

Von Stefan Kühl
Madness As Usual
Business Ethics

Von Stefan Kühl
Madness As Usual
Bullshit

Von Stefan Kühl
Shadow Organizations
Sensitive Spots in the Treatment of Management Fashions 

Von Stefan Kühl
Madness as Usual
Blind Spots

Von Stefan Kühl
Shadow Organizations
Two Fundamentally Different Ways to Design New Organizations 

Von Stefan Kühl
Madness as Usual
Benchmarking

Von Stefan Kühl
Shadow Organizations
The Forms of Expectation Formation in Hyperformalized Organizations

Von Stefan Kühl
Madness as Usual
Being Competent at Demonstrating Competence

Von Stefan Kühl
Shadow Organizations
The Serendipity of a Highly Standardized Management Fashion 

Von Stefan Kühl
Shadow Organizations
On the Interest in Hyperformalized Systems

Von Stefan Kühl
Madness As Usual
Autonomy – On the Independence of Organizational Units

Von Stefan Kühl
strategy
Madness as Usual
Strategy – On the limits to purposive rationality in organizations

Von Stefan Kühl
innovation
Madness as Usual
Innovation – Decentralization increases innovation but makes it harder to implement

Von Stefan Kühl
Leadership
Madness as Usual
Leadership – The surprising return of heroic management

Von Stefan Kühl
Hierarchy
Madness as Usual
Hierarchy – On the usefulness of an unpopular coordination mechanism

Von Stefan Kühl
culture
Madness as Usual
Culture – Why the promotion of a new culture often conceals the actual organizational culture

Von Stefan Kühl
Madness as Usual
Why you should avoid to speak about ‘Attitude’

Von Stefan Kühl

Madness as Usual
How to Reduce Micro-Politics in Personnel Selection Procedures

Von Stefan Kühl

Madness as Usual
Cyber-Utopianism versus Techno-Realism

Von Stefan Kühl

Madness as Usual
Why It Is Impossible to Appreciate All and Sundry

Von Stefan Kühl
Madness as Usual
Agility, or: It’s Groundhog Day, again

Von Stefan Kühl
Madness as Usual
The illusion of having a blueprint for action

Von Stefan Kühl

Alle Kolumnenbeiträge
Publikationen (2)
White paper on Organizational Culture
Nail the jelly to the wall
Whitepaper Digitalization
White paper Digital Transformation
The blind spot
Alle Publikationen