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 corporate 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 Teams. It’s great that we don’t just have the team concept written on our foreheads but live it each day anew.