Mindfulness and self-management as enablers of agile transformation

Loss of power and status on the one hand, self-organisation and personal responsibility on the other? Agile transformations affect managers and employees in their innermost being. How mindfulness and self-management help to deal with the dramatic changes within the organisation.

Arndt Frischkorn started his career as a junior manager after studying industrial engineering in 2012.
Trainee in the Saint-Gobain Group. Since 2017, he has been responsible for the organisational development of the Bearings business unit's largest location.

  • Key Takeaways "Digitization is Team Sports"An agile transformation is inevitable for Saint-Gobain given the VUCA environment and the need for purposes (self-realization and meaning).
  • The agile transformation has an impact on different business areas, e.g. in the organizational form. Various circles (Systems -> Strategy -> Support -> Frontline) have been defined. Demands shall be made outside-in, serving inside-out. If you don't serve the customer, you serve someone who does.
  • Another example: Shared leadership as a team process.
  • The agile transformation has meaning for the human being:
    • Managers fear, for example, loss of status, loss of information, loss of control, loss of meaning.
    • Employees fear e.g. pressure to take responsibility, excessive demands, fear of failure.
  • How do people typically respond to such threats? Fight, flight, freeze. However, the solution is "Face".
  • How do you get people to face the problem? "Transform the people and they will transform the business."
    Classical trainings are often too short, because they only address the consciousness and knowledge of the individual. However, the subconscious also has a considerable influence on behaviour. This can be addressed with various exercises, such as the retrospective lifeline.


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