Transformation, artificial intelligence, restructuring, and cultural development are currently taking place mostly in parallel. At the same time, budgets are tightening and priorities are being reassessed. When people can no longer see what contributes to what and what really matters right now, fatigue sets in. One might assume that the changes themselves are the cause, but that’s an oversimplification. It’s only when these changes aren’t accompanied by effective leadership and communication that people become overwhelmed.
Taken on its own, each individual change is usually the right decision, helps ensure the company’s survival, and is valuable in the long term. Take, for example, a case we’re familiar with in which two parts of the organization were merged and the departments were combined. At the same time, however, SAP HANA was being implemented, and a move wason the horizon.
High performance requires direction
Many organizations are currently grappling with similar questions:
- How can we remain capable of taking action?
- How can we inject new energy into the organization?
- How do we set priorities?
- How can we foster focus instead of feeling overwhelmed?
In our case study, this meant that the change itself was not what caused fatigue. The switch to SAP Whether it’s HANA or a relocation, each of these is an important next step in its own right. It was the effort required to constantly figure out what was most important at any given moment that led to burnout among individuals and teams. The big picture was missing.
Shifting priorities, unclear decisions, and a lack of visible progress tie up energy that is then lacking in implementation.
An organization remains effective when topics are organizedand priorities are clearly defined are established and the psychological security hasis strengthened is. To achieve this, we need answers to three simple questions:
- What’s this all about, and why?
- What’s a priority, and what isn’t?
- What can I decide or influence on my own?
Performance does not result from pressure
Performance culture is far too often misunderstood. It’s not simply about getting more out of people. A culture that fosters performance includes clear goals, direction, good leadership, reliable collaboration, and the freedom to make decisions. This creates energy, a sense of responsibility, and the ability to actually implement change.
In our view, the central task for the coming months is therefore not to add more initiatives, but to contextualize the existing ones and integrate them into the cultural performance. At best, 2027 will not be the year with the most measures, but hopefully the year that provides the most direction.