Conclusions and Takeaways

Abstract

AbstractIn this chapter, the editors consider the general overarching fundamental outcome of the whole book—so to speak its quintessence—and the key outcomes of the single articles. This turns out to be a large puzzle with ideas, use cases, and recommendations of how best to manage transformations in the private and public sectors.The result is not a recipe but more a veritable goldmine of information that has to be selected, sorted, and tailored so that it suits the reader’s situation and can be beneficially applied and used.No transformation is exactly equal to another one; the reasons for the transformation, the triggers, the setting, the processing, and operations, etc., are all different. The comprehensive awareness and analysis of the initial situation, the right setting design, the compilation of the elements and steps of the transformation have to be done by the individuals that are driving the transformation.Nevertheless, it once again became evident how helpful the Three-Pillar Model (abbreviated in the following as “3-P Model”) is, developed in the previous books 1 and 2 (“Three Pillars for Organization and Leadership in Disruptive Times—Navigating Your Company Successfully Through the 21st Century Business World” by Wollmann et al., 2020 and “Organization and Leadership in Disruptive Times—Design and Implementation Using the 3-P Model” by Wollmann et al., 2021). Especially the second pillar, the concept of a “Travelling Organization” turns out to be crucial for transformations—which, of course, always need a “Sustainable Purpose”, and in the transformation team and its stakeholders the ability to connect, or rather the ability to achieve “Connectivity” are crucial. Only these fundamental building blocks and capabilities make organizations resilient.It is very interesting how important external inputs from totally different fields (such as art, literature, philosophy, natural sciences, the humanities, etc.) are. To recognize the need for a transformation, to define it best, to drive it through unknown territories, it is important to have fresh thinking or—as we stress in Chap. 6 in linkage with the great essayist Rebecca Solnit—to be able to get lost in order to find afterwards a new world.