Organization and Leadership in Disruptive Times

Peter Wollmann has been a responsible manager, initiator, mentor and facilitator in large, predominantly global transformations and strategic developments for almost 40 years. Since 2017, he has been working independently in organizational projects and future initiatives. His career began at the Deutsche Herold, then the insurance group of Deutsche Bank where he moved up to strategic leadership, and most recently was program director for global transformations in the Zurich Insurance Company (ZIC).  He is the author and publisher of a number of books and articles on strategy, leadership, and project and project portfolio management. He also founded a wine business: VinAuthority.'Frank Kühn has been facilitating projects on transformation, organization, and leadership for over 25 years. His work connects experience, future thinking, and getting into rapid action with the people. After leadership experience in research and industry, he was a partner at HLP in Frankfurt (Germany) and ICG Integrated Consulting Group in Berlin (Germany) and Graz (Austria). Today he is a self-employed consultant, a business partner of ICG and associated with further development and project partners. He is an author of a multitude of publications.Michael U. Kempf has been an experienced management consultant for over 20 years. The driving force of his professional activities is his strong ambition to design processes and organizations in a sustainable manner. It is a particular pleasure for him to identify key challenges, to diagnose complex relationships and to assist in shaping the future. Gaining experience and learning something new are indispensable parts of his life, that is why he likes to seize new chances: on his way from a carpenter to studies in social work, education and business administration, in various jobs in social work, during 10 years as manager (HR and logistics) in industrial and retail companies and since 1998 inconsulting people, leadership teams as well as working teams and organizations that are all very different. Michael is a co-author in the field of leadership and organizational development with numerous publications.Reto Püringer has worked for more than 20 years in the banking and insurance industry. He held various senior positions in large international companies such as ABB, UBS, AXA, and Zurich and his practical experience ranges from Strategy Development, Proposition Development/Management, Business/Portfolio Design, large scale change program delivery to Finance/Actuarial. Reto has seen the practical implications on what change means to individuals in their different context and also change that is required from a strategic point of view, the focus in his work was always to find a way to combine both aspects together.

• Part I: Introduction Chapters.- From a Retrospective to a Perspective View.- Contributions to the 3-P-Model Application: Overview and Connection of the Detailed Cases Presented in the Book.- Part II: Fundamental Thoughts with Which to Start the 3-P-Model Journey.- About Travelling in the Unknown in the Nineteenth Century and Today: A Pattern for Leadership and Management in a 3-P-Model Context.- Nature Eats Culture for Lunch: About Consonances and Dissonances Shifting or Limiting Harmony.- Wicked Problems of the Travelling Organizations.- Part III: Leadership in the 3-P-Model: Setting Direction and Motivation.- The Benefits of Improvisational Theatre.- Leading Organizations Through Intrinsic Motivation.- The AAUL Framework of Leadership in Times of Crisis.- Part IV: 3-P-Model Application in the Public Sector.- Applying the Three-Pillar Model in the UN Agencies.- The Impact of Platform Economies on the Urban Structure.- From the Inside and the Outside: A Learning Journey to Mainstream the Digital Transformation in a Federal Enterprise.- Scientific Guidance on Journeys in Unknown Areas: A Best Practice Example.- Cooperation and Development in a Social Organization.- Part V: 3-P-Model Application in the Private Sector.- Start-Up Development in Traditionally Operating Industries: Regional Subsidiaries of Pharmaceutical Companies.- Applying the Principles of the 3-P-Model to Build an Agile High-Performance Team Within Finance.- Application of the 3-P-Model in a Start-Up-Like Environment of a Large Enterprise.- MedTech Companies on Their Growth Journey-Leadership Responses to Growth Challenges in the Light of the 3-P-Model.- Building a Sustainable Brand in Specialty Chemicals (Carve Out from a Big Corporate).- Climate Change and Winemaking: A Significant Transformation in Agriculture.- Trapped in the Bermuda Triangle Among Project, Process, and Line Organizations: Accelerating Complex Tech Development Projects.- Part VI: Helpful Design Concepts to Best Use the 3-P-Model.- Organizations Meandering in the Product Life Cycle.- Transformation in the Field of Product Development: A Five-Day Micro-Project.- Emergent Change: Embracing Complexity as a Key Challenge in a Travelling Organization.- Building and Using a Compass for Travelling Organizations.- If Not Now: Then When? Learning from the Pandemic for the Application of the Three-Pillar Model.- Part VII: Resume.- Conclusions and Takeaways.- The Three-Pillar Questionnaire.