At the following publications we were authors or joined the publication. The books can be ordered at bookstores or online at amazon.
EdTech in companies: Learning as the key to innovation and growth in times of digitization
Dr. Martina Nieswandt, Dr. Roland Geschwill and Dr. Volker Zimmermann, Springer Gabler, 2019
In times of digital transformation, companies must learn to reorganize themselves in a new and sustainable way in order to be successful. The book “EdTech in Unternehmen: Learning as the key to innovation and growth in times of digitization” shows which learning concepts are contemporary and sustainable.
The authors explain how companies and employees make themselves fit for the future in education management and organizational consulting and thus address their book especially to managers, entrepreneurs, human resources managers and heads of digitization projects as well as to employees of educational institutions.
Laterales Management – das Erfolgsprinzip für Unternehmen im digitalen Zeitalter
Dr. Roland Geschwill und Dr. Martina Nieswandt, Springer Verlag, 2016
Lateral Management – The Successprinciple for organizations during the digital era
The digitalization will change economy and society dramatically. Today, organizations face complex challenges. Hence, competencies and experiences of many are needed. Up to date organizations therefore go for laterality and leadership at eye-level. It could be demonstrated by empirical research that lateral management – in the way of taking-over of responsibility by middle management during change processes – can be the significant success-factor. Leadership and cooperation in the 20th century were organized in a hierarchical style. The future will be cross-linked. Management won’t be vertical any more but will be executed horizontal.
Der Rhythmus der Innovation – was Manager und Unternehmen von Jazzern und anderen Künstlern lernen können
Dr. Roland Geschwill, Springer Gabler Verlag, 2015, 3. Auflage, ISBN 9783658084561
The rythm of innovation – what manager and organisations can learn from hepcats and other kind of artists.
In the old days it was sufficient to sell good products and produce efficiently to be successful. Today, one innovation closely follows the other. Young and perky organizations chase old bulls, or even cold-shoulder them. They do not care about conventional sector boundaries, even less about traditions and develop to market leader within rapid speed.
This leads to new demands managers have to face. They must have the ability to deal with unclear situations, to find solutions to unexpected problems quickly and to bridge objections. The well-known management tools are not sufficient any more, for getting along with the complex demands of our days. The spectrum of methods has to be expanded.
So, to have success means for organizations of the 21st century at first: being creative, innovative, and different. There exists not the one and for everyone valid cure-all as methods like design thinking promise. Creative processes in themselves are unique. However, it is possible to initiate them systematically.
Artists can initiate in organizations real creative thinking in various ways. This book tells by a variety of stories how art in all its manifestations – music, theatre, painting – can support creativity and innovation in economy.
Fast Cultural Change, The Role and Influence of Middle Management
Dr. Martina Nieswandt, Palgrave MacMillan Verlag, 2015, ISBN 9781137515490
Organisational change is still an issue of high importance for organisations. However, many change initiatives still fail. These failures are often attributed to a lack of consideration of the existing organisational culture and the changes this may have to undertake. In addition, organisations often seem to regard the work on organisational culture as something to be undertaken during times of well-being and as a kind of incentive to keep the engagement of the employees on a high level.
Even if organisations recognise that it is important to work on the organisational culture during change processes, they often are discouraged to do so, as the literature often states that cultural changes require at least need seven years or longer.
So, organisations work on strategic changes, and so forth, and work on cultural aspects if at all marginal. However, this cannot be the solution, and organisations in this way give away important leverage for successful and lasting change.
The question of how organisational culture change could be developed in such a way that it does not take the above-mentioned length of time (and without ignoring the complex challenge that this special issue is asking for), the author undertook exploratory research in a medium-sized organisation that was undergoing major strategic changes. In addition to this strategic change, this organisation also had to face a deep cultural change.
It is well-documented in the literature that the position top management takes with respect to cultural change is of high importance for successful change. At the same time, until recently the role of middle management seems to have lacked attention. Middle management is mainly discussed in the literature in the context of strategic change. In the context of organisational culture, research with a middle management perspective still seems to be missing.
An action research strategy was adopted. The findings suggested that organisational culture change occurred in the time span of two years and that middle management played a crucial part within this process. Several roles could be allocated the role ‘cultural role model’ as the most important one. In addition, the roles middle management play as part of strategic changes according to various literatures were in the main confirmed. The results were used to develop a model of integrating middle managers actively into the change process and using their creative potential. Middle management served as a catalyst on the cultural change process.
Since the initial research was conducted, the author has followed her model in various other organisations, not just medium-sized ones. These included a management culture change conducted in an insurance company with more than ten thousand employees.
Martina was interviewed by Rachel Salaman from Mindtools
about her point of view about middle managers.
Podcast: Let’s hear it for middle managers
Employer Branding – Human Resources Management für die Unternehmensführung
Florian Schuhmacher und Roland Geschwill, Springer Gabler Verlag,
2014, 2. Auflage, ISBN 9783834946317
Organizations are in need for excellent employees and managers, especially to achieve first class performance in the time of high intensive competition and imitability from technological leadership by short time. The competencies of employees are one of the most important feature to differentiate. With the second edition the authors – both of them long-term HR specialists – demonstrate important relations between leadership and employer branding. The second edition discusses the integration of employer branding into strategical HR- and Ograniszation Management and adds aspects to issues as recruiting as well as promotion of talents. Useful checklists as well as precise recommended actions enable managers and personnel experts to set the course to success.
Better selecting, preparing and leading back: This work deals with the internationalization of German organizations. Especially it answers the question, what it is that is making manager in foreign countries really successful. To do this, we interviewed manager in foreign countries and specialist departments in Germany. So, we could give organizations an empirically based benchmark about the process quality according foreign assignments and the organization’s level of internationalization. To do this,various tools have been developed: Starting with an individual management audit, the execution of internationally focused assessment centre to the “Audit internationalization-level of the organization”.
Journal article in “Der Betriebswirt”: Designing successful changes by a strong middle management” – This is the title of an article in the journal Der Betriebswirt (1/2013). Together with her co-authors from the University of Surrey (Great Britain), she discusses her research work about a radical change of culture in a medium-sized organisation in Germany. While academic literature often poses the time of culture change with approximately seven years, here the cultural change could be verifiably achieved in a time-span of two years. In the process middle manager played a crucial role. While top management is widely researched middle management till today is being less considered. Within the framework of cultural change processes this work is likely to be one of the first works that regarded this important management group within the cultural change process.
Verwaltungs-Design, 2010, FAZ-Verlag
Dr. Peter Kurz, Oberbürgermeister der Stadt Mannheim. Beitrag zur Management-Entwicklung durch Roland Geschwill.
(Public Administrations Design, 2010 , FAZ… Chapter concerning management-development by Roland Geschwill)
The city of Mannheim started working on an ambitious change project CHANGE2 since 2008. Round about sub-projects have been designed and are on “go live” since the middle of 2010. In May 2010 a first preliminary report of the cities mayor Peter Kurz was published as a book, including a chapter by Roland Geschwill.
Employer Branding – Human Resources Management für die Unternehmensleitung
Roland Geschwill und Florian Schumacher, Gabler-Verlag, 2009
In this book, we anticipated the employer branding boom of today. However, it does not elaborate on the EB marketing approach but the painstaking work by those in Human Resources and Management involved in creating a business that employees are happy to recommend to third parties.
Der Chef geht in Führung – Der Praxisleitfaden „Personalentwicklung“ für Führungskräfte
Roland Geschwill und Florian Schumacher, 2003
Die Industrialisierung der Energiewirtschaft
Roland Geschwill & andere, 2002
Durch Coaching erfolgreich verkaufen – aus dem Seminarraum in den Alltag
Martina Nieswandt und Roland Geschwill, 2002
Fusionen erfolgreich managen, Wege aus der Integrationsfalle
Roland Geschwill, 2000