▶️ Example of interim management: knowledge that exists outside the organization is temporarily brought into the company to provide fresh impetus. Colleagues are brought in from outside for jobs in communications and HR that are vacant for a longer period of time due to personnel changes. This allows projects and topics to be initiated and implemented with new energy.
✅ Digitalization continues to be one of the central topics in many companies. In addition to networking, this also includes digital and analog knowledge transfer, the introduction of new systems and the use of AI. Silo thinking has never helped, and certainly not with these topics. And yet external knowledge and external experience often find it easier to contribute and assert themselves than internal knowledge. Learning from each other on the job has never been as important as it is today.
However, an open learning culture is by no means a matter of course. An organization needs to change quickly, because the challenges ahead can only be mastered by a large team. This is about knowledge transfer from old to young, young to old, new to old-established, old-established to new, department to department, from external to internal, from person to person. Best practice should emerge within the company – even if external impetus is required.