Out to build bridges - Storytelling time

I come from a long line of pioneers, builders of bridges between people, and so - privately and professionally, in intercultural communication and change management - this is what I love doing, and what I do best.

My Great-Grandmother built bridges half around the world with courage, my Grandfather survived Siberia building bridges with music and my Mother built bridges between people all her life with human kindness. Let’s start by telling the story of my Great-Grandmother, from whom I got a keepsake, a family heirloom, a coin that you have probably seen me wearing, because I wear it each day every day – for example in this picture.

It shows a fantastic bird on a tree spreading its wings and tail, a bird of paradise native to New Guinea on the other half of the globe, just north of Australia. It’s a Five Deutschmark coin from 1894. Germany, compared to other nations, had relatively few colonies and for a time, half of New Guinea was one of them.

My Great-Grandmother, when she was 22, packed a trunk and a travel-harmonium, boarded a ship and set out to Papua New Guinea to marry her fiancé, my Great-Grandfather, who, I believe, was building bridges – ok, it may have been buildings too – as a construction engineer.

She settled with her newly-wed husband in their home, cultivated the garden “everything was so fertile, you just had to squeeze a tomato to have instant fruits from the vine”, she’d tell us when I was little, and she had six children, five of whom survived to adulthood – a good quota in those days –, and her first-born was my Grandfather. I remember childhood pictures of him, produced on metal plates, riding a huge tortoise in the front yard, which consisted of enormous palm trees and ferns in front of a quaint Victorian house.

Because my Great-Grandmother was a very pious woman, she bonded with the native population by playing them religious songs on her harmonium, which is something that works like an accordion, but the size of a chest of drawers and powered by air pumped through pedals. 

A lush life, perhaps, but very different from what she had left behind. After World War I, the German part of the island was given to Australia and she and her family moved back to Germany.

Whenever I think of the life she must have lived I can’t help thinking how courageous and adventurous she was, moving so far away from everything that she knew at a young age, leaving family members and friends behind, at a time where travel – and letters - took weeks on end by boat, no phone connection, without our post-modern conveniences of wifi, mobiles, pads and pods and instant connection.

And maybe part of that is why I relocated to Canada. I’ve come to think that after the fact, really. Sure, the differences between a Canadian and German life may be smaller, but, hey, living in the prairies has its own challenges, some of which you quickly learn when you buy boots and coats that are -40 degrees Celsius proof.

I’ve been here for 10 years now, and over the years, thinking about my Great-Grandmother definitely helped me be stubborn and resilient on one hand and open-minded on the other, and I am proud to be able to bond with people, building bridges on the foundation of courageousness, music and human kindness.

A session of pop-up coaching could benefit you if..

Pop-up coaching is a one-off session of talking with a professional who may or may not be knowledgable in your field, but definitely knows about structures, has experience in corporate life and business and can be a sounding board and neutral advisor for your issues.

You are likely to benefit from a one-time coaching session if you want to..

- set goals in your personal and individual life and need some reinforcement
- check if you're on the right track with your goals and endeavours
- solve a conflict or dilemma that has come up in one of your projects or teams
- get a better grip on the changes happening in your organization, department, team or project, be it as a Sponsor or as an affected Stakeholder, or as a Change Management team
- test if coaching is something that may generally help you in your career, or find out if you are compatible with a particular coach

It is usually a low-risk investment of time and money that can pay off immensely.
Book a session to try it out!

So this is Christmas, and what have we done? On Change Monitoring

The time between Christmas and New Year is traditionally used as an opportunity to escape the hustle and bustle of our busy days, take a step back and reflect where you have been and where you are going.

For Change Management, this is even more of a necessity. As an Organizational Change Manager, whether you’re in the “old-fashioned” mode of ‘change after change’ or in a culture of ‘multiple clashing changes’, there are some essential questions that you need to ask yourself:

-      Is our change process still on track?

-      Have any of the conditions changed? Were they fundamental to our plans? Do we have new drivers, change agents, bottle necks or road blocks? Have new goals and objectives emerged? Are corrections necessary?

In order to answer these questions systematically – yes, organizational change management is not only systemic and intuitive, but also a systematic process – it makes sense to have concrete measurements and a description of the initial and future state so that you can

-      Describe and measure the interim state

-      Compare the interim state with your change plans

-      Correct and manage your change plans

This may sound trivial. However, in my experience sponsors in organizations that are undergoing change– for various reasons - often prove to be resistant to measuring and assessing organizational change at the beginning of initiatives, so monitoring and assessments should be the first order of the business when aligning sponsorship buy-in from the get-go.

Finally, what John and Yoko had in mind when they recorded one of the most iconic Christmas song in pop culture https://www.youtube.com/watch?v=Zr9EOFuuIk4, was obviously not change monitoring. But it was about reflecting the state of the world and the energy and actions that each of us can take to improve the state of the world we live in, so that it can evolve in a positive way, every day.

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Merry Christmas!

Why Enterprise Architects are vital for Change Management - Part 2: OCM & EA

Organizational Change Management assignments often occur in large IT transformations, which are normally devised, planned and implemented with the help of EA (Enterprise Architecture). How does that title relate to other organizational architecture job titles (I am linking to the wikipedia definitions for easy access, and as a starting point, however, some of them have improvement potential)? And what makes close cooperation with an Enterprise Architect invaluable for me as an Organizational Change Manager - in order to ensure the success of the project?

Architecture job titles in blooming season

Enterprise Architect - plans & implements an organization's IT strategy. This may include all of the activities/designations below.
Business Architect - develops and aligns the business capabilities with corporate/business strategies & plans, frequently included in either EA or Sr. BA and/or OCM positions.
Solution(s) Architect - sometimes used as a synonym to EA, or acts as a go-between the strategic and operational players in programs, projects and architecture teams.
Software Architect, Applications Architect - basically the same, even though two different definitions exist in wikipedia. Lines up and aligns the landscape of applications in an enterprise.
Data Architect - defines and plans data storage, usage and management in systems and applications
Information Architect - does the same, additionally works with websites, intranet, taxonomies, and borders on the enterprise's knowledge management strategy.

A huge problem in transformation projects are legacy data, software, systems and, of course work processes.  
Metaphor for the lay person: If you have a TV, sound system, video recorder, CD player, game consoles for TV and handheld (different ones for each child) and maybe even a record or cassette player, some of which are connected to your PC or MAC, and you look at the CDs, DVDs, records, floppy disks and the cable salad behind your unit, upscale it to a 1,000 - 10,000 people organization, you might get a feel for what technology resources are dealing with.

A huge problem for organizations is to divide up the architectural work before the project, since the terminology and the boundaries between fields can be fuzzy. In the projects that I've been assigned to, I mostly had to do with Enterprise Architects (rather than the other titles listed above).

 

Close cooperation with Enterprise Architects to maximize success

I thoroughly enjoy working with Enterprise Architects, here's why:
When you hit the ground running on a new project, nobody can give you the low down on the lay-of-the-land as well as a good EA. Because (s)he has the eagle eye view, the EA can give you invaluable tips on peculiarities of this organization's specific environment regarding
- systems
- data
- processes, and, most importantly,
- stakeholders and sponsors
It won't take ages, because they can be as high-level as possible and as detailed as necessary. Enterprise Architects are usually pioneers and explorers, there is no better source for learning about technology and systems. A good EA knows tools & apps but is not fixated on them. 
Ideally, they are sounding boards and communicators, too. Most of the time, Enterprise Architects don't object to - and even enjoy - follow-ups further into the project, listening to the people side of the change and discussing patterns, systems and strategies. And if the Enterprise Architect says "she gets me" or "awesome work", you know you're on the right track.
Why does that make the project successful? The organizational strategy and change strategy need to be aligned to create authenticity, and, at the end of the day, be believable to the users. When the Change Manager knows the high-level perspective it is always possible to get "into the weeds" from there, the requirements, the processes, the communications, the feelings of resistance etc. etc. etc. Vice versa? Not so much..

Please do not hesitate to comment. Thank you.

Why Enterprise Architects are vital for Change Management - Part 1: What is EA anyway?

As a Manager of Organizational Change I have come to appreciate working with technology sources tremendously, in particular with Enterprise Architects. In my previous career as an expert for Organizational Communication & Development - working in lighthouse/pioneer projects and transitions of large corporate M&As long before this was even called change management - I had known IT people from some assignments facilitating teams, or teaching MBAs. When I got deeper into the IT world some 10+ years ago I remember thinking two thoughts:

• Wow. This is a completely separate culture within companies, much different from all other departments, you won't get anywhere in here without speaking what I affectionately call 'Geekspeak' (Watching 'The IT-Crowd' does help to overcome the culture clash, though..).
• And secondly, among my colleagues & friends or the (IT) Change Management Group at gpm-ipma, Germany's largest PM association, we absolutely agreed: If Change in Organizations goes wrong, it's almost always a "people problem".

I would like to reflect my view on this world back to you, maybe provide you with some fresh insights, and I'll start with the definition of Enterprise Architecture. There should really not be too many problems here, one could always look up wikipedia (how I dread the day I find out wikipedia is blatantly incorrect - always cross-check, boys & girls), or use common-sense.

Do companies know what to look for in an Enterprise Architect?

Flipping through companies' job postings, however, on the requirements side, one finds some must-haves that clearly display lack of ability to think on a metalevel. Partly, to be sure, because it makes measuring or filtering candidates' skills difficult.

Taking the term 'Architect' as a metaphor might be helpful. An Architect plans & monitors the building process of a house, she needs to know about plumbing or electrician requirements, yet doesn't have to be a plumber or electrician herself (*or himself - men are obviously included ;). Of course some time way back in her learning phase there might have been an internship, apprenticeship or practical studies field.

Back to Enterprise Architects and the metalevel. If an EA only needs to know ABOUT administrating systems, writing code etc. how can one assess if her skills are enough for a sophisticated job such as planning a business, its processes and technology?

I hear "Ask an expert" from the 3rd row. I am thus flinging this question to you, the experts among you. What criteria for skills and methods of Enterprise Architecture are indispensable to you, which parts do you value most? Is it more business or more techie or 50:50? How would you separate myth from reality? What are the obstacles in the daily routine? What difference does project management methodology contribute, scrum or waterfall?

 

I'd appreciate your input, to get a discussion going. Cheers!

And since I love thinking in terms of questions, here are the ones the next part(s) will revolve around: How does Enterprise Architecture relate to the many other Architecture job titles that seem to be in blooming season? Solution(s) Architect, Data Architect, Information Architect, Business Architect.. And what makes it invaluable for Change Managers to work closely with Enterprise Architects to ensure the success of the project?

Tune in..

“Professional Women’s Excellency – The Renaissance of Global Economy”

5. Juni 2007, IEDC-Bled School of Management, Bled, Slowenien Mit Vergnügen folgte Dr. Katharina Kettner der Einladung zur 6. Konferenz “Professional Women’s Excellency”, organisiert durch die Managers’ Association of Slovenia und GV Planet, in Kooperation mit der IEDC-Bled School of Management. 
Die beeindruckende Teilnehmerliste von Sloweniens und Europas Powerfrauen in Wissenschaft und Business, unter ihnen Laurence Danon (zuletzt Generaldirektorin bei Bostik Adhesives, einer 100% Tochter von Total Fina Elf, später Vorstandsvorsitzende des Modehauses Printemps), interessante Themen und die fantastische Organisation durch die “School with a View” (Schule mit Aussicht) ergaben eine umfassende Perspektive auf das enorme Potential Europäischer Frauen im Business, die in diesem Treffen als “The Network of Women Management” in die Zukunft starten.

Die Diskussion auf der hochkarätigen Konferenz zeigte erneut, dass die Erfolgswege von Frauen auf Top-Level hoch individuell und Kontext-gebunden verlaufen. Darüber hinaus wurde deutlich, dass Frauen einen ernstzunehmenden globalen Business-Faktor darstellen.

Romana Pajenk, Präsidentin der Women Management Section der Managers’ Association von Slowenien, Dr. Daniela Brečko, Geschäftsführende Direktorin von Planet GV,and Prof. Danica Purg, Präsidentin der IEDC-Bled School of Management, eröffneten das gehaltvolle Programm.
Prof. Alenka Šelih, Vice-President, Slovenian Academy of Sciences and Arts, präsentierte weitere Einsichten aus Biographien, publiziert in der neu erschienenen “Anthology of Women’s Success in Slovenian History”.
Nach wie vor ein Klassiker: How to Break a Glass Ceiling, How a Glass Wall? (Wie frau gläserne Decken durchbricht..) Unter anderem befanden sich unter den Round-Table-Gästen Prof. Andreja Kocijančič, Rektorin der Universität von Ljubljana, sowie die energiegeladene Jungunternehmerin Marjeta Tič-Vesel, Pristop, moderiert durch Sonja Šmuc,  Geschäftsführende Direktorin der Managers’ Association of Slovenia. 

Jahrzehntelange Erfahrung und Know-How im Technologietransfer vermittelte Prof. Aleksandra Kornhauser, Professor Emeritus und Direktor des UNESCO International Centre for Chemical Studies,  in ihrem Vortrag “Science as a Foundation of Economic Development”.
Zwei faszinierende Gäste standem im Mittelpunkt von HOT-CHAIR-Runden: Dr. Alenka Žnidaršič Krajnc, der Generaldirektorin der First Pension Company und Laurence Danon, Top Managerin sowie Mitglied des Gründungskommittees des Women’s Forum for Economy and Society. Die Interviews – jeweils durch Vita Cajnko Javornik, Chefredakteurin der Zeitschrift Manager und durch Prof. Danica Purg, brachten im Gespräch die individuellen biographischen und Persönlichkeitsfaktoren zweier engagierter, brillianer Topkarrieren hervor.

Abschließende Highlights waren die Preisverleihungen der Artemida 2007 durch die Zeitschrift Manager, für herausragende Performance von Frauen im Business und die beste wissenschaftliche Arbeit zu Frauen und Management.

Intensives Netzwerken in den Pausen, auf der Terrasse der Management Schule mit Blick auf den pittoresken See von Bled machte das High Quality Event rund. 

Training & Coaching zwischen den Kulturen: Arts & Business, oder Was können Geschäftsleute von KünstlerInnen lernen?

Unsere Gesellschaft ist im Umbruch: die wirtschaftliche Lage, die politische Situation, die Formen zwischenmenschlicher Interaktion verändern sich rapide und stellen die Menschen, die hier & heute leben, vor scheinbar ungekannte Herausforderungen.
Change Management Training, welches Methoden und ‚Strategien' isoliert vermittelt, greift angesichts dieser komplexen, dynamischen Realität zu kurz.

Gefordert sind Ressourcen, die Mitarbeitern in Organisationen andere Fähigkeiten vermitteln oder Fähigkeiten anders vermitteln. Diese Ressourcen bietet die Kunst in idealer Weise.

• Welche Methoden und Fähigkeiten aus der Praxis von Künstlerinnen helfen Fach- und Führungskräften, den kommunikativen Herausforderungen in ihrer Organisation zu begegnen?
• Welche kulturellen Gemeinsamkeiten und Unterschiede lassen sich erkennen?
• Wie trägt ein interkulturelles Wertesystem in diesem Sinne zur Personalentwicklung bei?
• Wie können Teilnehmer diese Entwicklung nachhaltig in ihre Berufspraxis umsetzen?

Und weil wir finden, daß das Ruhrgebiet eine ideale Homebase für diesen Ansatz ist, erfahren Sie auch, warum.

Vortrag, Diskussion, ggfls. praktische Demonstration

Zeit: Freitag, 16. Januar 2004, 16.00 - 18.00 (im Falle einer praktischen Demonstration ggfls. 20.00)
Ort: IHK Bochum, (Industrie- und Handelskammer im mittleren Ruhrgebiet zu Bochum) Ostring 30-32, 44787 Bochum (Nähe Hbf)
Referentin: Dr. Katharina Kettner, wave-concepts

Coffee - Culture - Communication: wave-concepts launch a success!

So what was it like, on the afternoon of the 10 Oct 2003 in the "Zwischenraum" at Hellweg 16, Bochum?

The party got a good response: it was full, but there was no pushing, no shoving. Artists, clients, colleagues, journalists, officials from the town, students, friends and family made up a stimulating mix of guests, who had a good chat in stylish ambiance and were entertained well.

The light blend of information, fine arts and the music of Betty LaMinga www.LaMinga.de and Heinz Hox aroused interest, made people curious and ask for more.


Even for more education and training! And indeed the coffee maschine immediately served as a centre of communication, right from the beginning, when things can easily get embarassing. The highly aromatic coffee and excellent snacks by Cafe Gloria's would have put every promise in the shade.



The art was received favourably as well: sculptures, paintings, graphic art and photography by Regine Bergmann, Avelke Edel, Beate Braumann, Frauke Schützig and Dirk Lohmann (Photographie) motivated the youngest visitor, Leyla Wissuwa (8), to some business oriented creativity and older guests to describe the undescribable.


My wonderful team provided help in the preparation, saw to details, to ensure an uncomplicated flow of events, unobtrusively cared for the guests: Cordula Feld and Nadine Ohm.

This was a successful and stimulating party! Many thanks to all of you and to our guests!

corporate & banner design: Iris Bender
print: Technische Dokumentation Montag