The document discusses the need for company rebuilding in response to changing market environments and megatrends, emphasizing the importance of innovation and adaptability. It highlights the failure of traditional strategies and the necessity for creating a dynamic organizational structure that encourages employee entrepreneurship. The approach aims to leverage network effects and enhance customer value through a cell structure that fosters local innovation and reduces bureaucratic overhead.

1. 1
FINALLY INNOVATIVE!
WITH COMPANY
REBUILDING TO A NEW
DIMENSION OF VALUE
CREATION.

2. 2
Problems can never be solved with the
same way of thinking that created them.
Albert Einstein

3. 3
BUZZWORD BINGO – QUO VADIS?

4. 4
3 MEGATRENDS
Digitale
Plattformen
Transparently
Immersive Experience
Artificial
Intelligence
Quelle:GartnersHypeCycle

5. 5
… for your company.
WHAT ARE THE CHALLENGES POSED BY THESE MEGATRENDS ...

6. 6
THE MARKET ENVIRONMENT HAS CHANGED ACROSS INDUSTRIES.
Quelle:GartnersHypeCycle
Disruption
Market entry barriers
disappear
Innovationsdruck
New
Customer needs
War of Talents
reversal of power

7. 7
95 percent of my assets drive out the gate
every evening. It‘s my job to maintain a work
environment that keeps those people
coming back every morning.
Jim Goodnight, CEO SAS

8. 8
vs.
… ambidexterity as a
basic requirement.
The tanker. ..
WE CAN bE EFFICIENT, TRUE, BUT NOT INNOVATIVE …

9. 9
Of the Fortune 500 companies from 1955 ...
… 89% don‘t exist anymore today!S&P 50: 40 (50 years ago)
S&P 50: 12 (today)
EXPLOIT ALONE IS NOT ENOUGH!

10. 10
CURRENT STRATEGIES FALL SHORT.
Spin-off of (digital)
business models
99% of all Start-Ups fail.
Source:
Comeback der Konzerne
Detecon Study Innovationskultur
Transformation
programs
... will silk up after 3
years at the latest and
will have to give way to
the next programme.
Source:
Detecon Analyse
M&A transactions
According to a study,
83% of all PMI
processes fail.
Source:
83% of Mergers fail. Forbes,
27. Jan. 2015
Digital Labs
"In 2 to 3 years, many of
today's accelerators
and innovation labs will
close due to inefficacy."
Source:
Capital Studie „Digital
Innovation Units“, 2017
Central
Headquarter
... lead to a layer of clay
that suffocates every
innovation with rules
and processes.
Source:
Deutsche Telekom AG; die
Lehmschicht bröckelt Initiative

11. 11
EXAMPLES, THAT THERE IS ANOTHER WAY …
We are selling talent,
not refrigerators.
I dreamed of an enterprise with great opportunity
for all who would join in it,
a virile organization that would foster
self-fulfillment and which would multiply
the capabilities of the individuals
comprising it beyond their mere sum.
Bill Gore
Hypoport – a magnet
for talents.

12. 12
… our answer: Company ReBuilding.
AND HOW CAN COMPANIES PROTECT THEMSELVES ...

13. 13
The approach allows companies to be both
dynamic robust and innovative at the same time.
The focus is on the creation of new
transformational products and the associated
leverage of network effects.
COMPANY REBUILDING AS A HOLISTIC PICTURE!

14. 14
… a cell structure contributes to the
generation and promotion of ideas
and innovations based on local
client needs.
Innovation
… a cell structure enables maximum
adaptability and customer proximity.
Agility
… The skills and capabilities of
employees are allocated to the
create maximum customer value. An
"open platform" for talents is created.
People
THE CELL PROVIDES THE OPTIMAL ORGANIZATIONAL STRUCTURE, BECAUSE ...

15. 15
COMPANY REBUILDING: WAS DEN ERFOLG DER UMSETZUNG AUSMACHT
Protection from the IMMUNSYSTEM
of the rest of the organization to promote optimal
nucleus results.
Focus on EXECUTION,
according to the motto: “Execution of scalable ideas
matters“.
VISION as a magnet,
for other value creation partners, such as customers,
talents & top experts.
Zero OVERHEAD,
means distributing tasks (such as recruiting, business
topics) as roles among employees.
Focus on the NUCLEUS-TEAM,
as it is the starting point for the first promising products
& business models.
NEW WORK at it‘s core,
as the basis for each additional cell in the ecosystem.
The DOUBLEHELIX,
stands for generating employee and customer benefits. If
this is not the case = consistently abolish.
CLEAR RULES & TRANSPARENCY
instead of chaos, ensure that all cells are
easy to organize & have the same values.

16. 16
We want to encourage employees to
become entrepreneurs because people are
not a means to an end but an end in
themselves. Our goal is to let everyone
become their own CEO – to help everyone
realize their full potential.
Zhang Ruimin, CEO Haier

17. 17
Marc Wagner
Managing Partner
Detecon International GmbH
Practice Lead Company ReBuilding
Mobile: +49 175 2206049
Marc.Wagner@detecon.com
THANK YOU FOR YOUR ATTENTION.