collaboration needs new approaches 

And they take effort

Everyone seems to be talking about the future of work. Social media are exploding with articles and comments although at the moment nobody can actually predict what challenges organisations will face.

The future will be shaped by many forces, many of them still unfolding. Artificial Intelligence, digitisation and changing demographics are just a few of them. New and rapidly evolving expectations of employees towards their work and their workplace are another.


In every single one of our projects we observe what an enormous challenge the increased dynamic and complexity pose for organisations.

Senior executives in a public agency lament the absurd strategy processes, where slides are discussed that no one (not even the author!) believes in. Where grown up and intelligent people put on a show together out of sheer helplessness about how to proceed otherwise.

Experienced VP's in their forties, in young, modern organisations, become exasperated with their assertive mid-twenty direct reports, because they don't understand their work approach, their language nor their expectations, and the arising conflicts threaten the performance of the VP’s unit – and therefore their own career!

A successful COO faces complete failure because her previous work approach – thinking things through, understanding them and then taking the right decision – simply takes too long and frustrates her direct reports. At the same time, she does not dare give decision power to her units although she is convinced that it is necessary, and although her people show her that they are ready for it. The risk to let go of control in the face of rapidly evolving markets and pressuring investors just seems too big.

Many of the more promising approaches are being discussed under the term “new work”, for example embracing digitization, electing leaders, transparent compensation, or agile frameworks like Scrum and Kanban.

While these approaches are promising building blocks, a purely technocratic implementation will not bring the expected results. To truly make them work and take collaboration to a next level, something else is necessary: Soul. By that we mean a spirit of collaboration, mutual trust, open communication and a shared purpose. If they come together, work becomes meaningful and cooperation can thrive.

We are convinced that there is not one single approach that organisations can follow in order to create soul. Rather, it is about recognizing and appreciating the organisations history and culture and then take the appropriate next step towards more soul.

Supporting organisations on that journey is our passion.

Drop by or give us a call and let’s see how our views on organisational development match. We are looking forward to setting up a soulful project with a shared understanding.

There are many possible approaches to these challenges and we also do not always have all the answers at the ready for all our client’s questions. But one thing becomes clear: Traditional principles of management - efficiency by standardisation; separation of decision making and execution; rules and orders from above - will not suffice in the future.

where we start

Soul cannot be forced. But it can develop. Read how to create favourable conditions in your organisation.


why soul

Read more about why we believe that soul is key to a company‘s success.