Slowly, things are clearing up in the tunnel. In the first week, I asked myself a lot of questions, such as: Where am I in all of this? What do I have to keep in mind? I had a lot of question marks in my head and a lot of respect for the topic responsive company organization. The new meeting structures were not clear to me at first. What these “Tactical or Governance Meetings” were all about was a big mystery to me. I had to get used to the new terms and processes. But the added value quickly became obvious. You work more efficiently on a topic with a specific goal and afterwards you still can exchange ideas in a relaxed atmosphere. The mixture of both makes the difference and has convinced me!
Now I get along much better. It’s also much easier to contact the right people for specific issues. I take a quick look at our holaspirit system and know directly whom I can contact without annoying the wrong people. The switch has brought many changes. However, the basic features of virtual7 have remained the same. Before, there was already a lot of emphasis on transparency and the opinions of employees. Holding employees accountable is a very important step, in my opinion. The realignment also means that I have many more interfaces with colleagues from other Clusters, whom I might previously have only met briefly at the coffee machine, at a trade fair or, like our Romanian colleagues, virtually via Microsoft Teams. It’s great that we don’t just have the team concept written on our foreheads but live it each day anew.