We are currently seeing how long-time proven business models are collapsing. What began with music CDs, continued in the book trade and other sectors of commerce, will gradually include industries, transport and services such as health care. It is not foreseeable that any single sector of the economy will remain excluded.
Radically changed business models have always been associated with radically changed forms of organisational structure. One only has to think of the beginnings of industrialisation, which not only revolutionized the organisation of work processes with assembly line work, but also led to the company structures that to a great extent still exist today. A paradigm shift in the way customer relationships are structured obviously cannot be managed without corresponding internal processes of change.
In a working world which is becoming increasingly competence-based and digitalised, new paradigms of organisational design are emerging.
The following questions and challenges arise for executives, organisational developers and HR development managers: