Managing Digital Transformation Better with the AKUV Model

How companies and leaders can score with agility, responsiveness, impartiality, and connectedness

The online global competition for information, services, and talents cannot be stopped, even though some still wish for it. In the VUCA world, the following four factors of the AKUV model are particularly important: 1. How to act more agile The principles of the Agile Manifesto do not bring any novelties: people and interactions are more important than processes, collaboration with the customer and change are more important than performance descriptions and plans. But if we honestly ask ourselves: do we consider these intuitively understandable rules in our daily work routine? How often do we hear "We've always done it this way"? How often are ideas not implemented because the IT department doesn't receive fifty-page, complex requirement catalogs from the business department? Agility primarily means adopting a quick change mindset by abandoning hierarchies, being open to experiments, having short feedback loops, and using modern methods such as Design Thinking or Bar Camp. 2. Co-responding online and offline Despite all online communication, synchronous face-to-face interaction should not be neglected: important non-verbal signals cannot be exchanged in an asynchronous email or WhatsApp message. And why are these body language messages so important? They convey honesty, credibility, trust, conviction, and genuine passion on a deeper level. The preferred communication style of the counterpart is significant: it's not about my preferred use of email, (video) calls, or face-to-face interaction, as the message should ultimately reach the other person. 3. Being unbiased is easier said than done ...but harder to achieve: habits and routines in our minds and actions even prevent simple changes. Or what keeps a full-grown elephant tied to a thin chain? What is required: less team-wide fear of mistakes, joint decisions, the perception and tolerance of ambiguities or ambivalences - thinking and acting "right AND left" and consciously dealing with many nuances in between, as needed. Complete disruptions are not a daily occurrence for every company and individual, but they are more than necessary for survival; therefore, bid farewell to the classic, universally applicable "right OR wrong". 4. Connectedness means more than networking Real trust matters more than ever: genuine and committed partnerships and friendships are not gained by a click or overnight; it requires a long-term personal investment - without expecting the return on investment to be repaid the next day. Does your ally see it the same way? Have you clearly communicated your mutual expectations and can you meet them? The proactive establishment of genuine connectedness is a recurring give-and-take, only in the digital world not as directly and immediately recognizable and usable despite or because of all the speed.   For more information on digital leadership and our Top 100 trainer Arndt Schmidtmayer, visit www.trainers-excellence.de/redner/arndt-schmidtmayer.html You may also be interested in: https://www.speakers-excellence.de/se/blog/silicon-germany-digitale-transformation/ Article on the topic: https://www.bertelsmann-stiftung.de/de/publikationen/publikation/did/d21-digital-index-2015/