Dr. Bernd Ahrendt, Professor of General Business Administration, in particular Human Resource Management, teaches and researches at the FOM University of Applied Sciences for Economics & Management in Hanover. He is a member of the WerteAkademie Berlin and works as a coach with a meaning-centered focus. His research interests include purpose-driven organizations, leadership, self-leadership, competence management, meaning-centered mindset.Dr. Rebecca Sabine Nikolaus holds a doctorate in Japanese studies and is an organizational development consultant, coach and lecturer at FOM University of Applied Sciences for Economics & Management in Hanover. Her main areas of expertise are normative and strategic management and HR management in the context of digital globalization.Jörg Zilinski is an organizational developer, HR specialist, senior management consultant and lecturer at FOM University of Applied Sciences for Economics & Management Hannover. His main fields are the transformation of future organizations with a focus on Purpose-Driven Organizations. In addition, he focuses on the holistic approach of a meaning-centred orientation.

• Part I: Theoretical basis: Individual and organizational Ikigai.- 1 The development towards the information age.- a. Re-organization of the world: digital globalization - transition to the industrial age - individualization - demographic change.- b. Re-organization of companies and employment relationships: New Work / Agility / Holacracy / Digital Business Models.- 2. Ikigai.- a. Individual Ikigai - Purpose-driven - Frankl's logotherapy as an explanatory approach to Ikigai - Purpose-centred mindset - Freedom and responsibility.- b. Organizational Ikigai - Transfer of the Ikigai idea to the organization, in particular mission/vision; understanding of leadership; competence management - employee-centric approach - cultural fit - organizational fit.- c. The tree of organizational culture as a metaphor of Ikigai - The roots (value orientation) - The trunk (the mindset) - Supporting branches and ramifications (cultural areas) - Branches and leaves (communication).- Part II: The toolbox - Practical implementation through adequate instruments.- 1. toolbox "The root".- 2. toolbox "The trunk".- 3. toolbox "Supporting branches and ramifications".- 4. toolbox "Branches and leaves".

Dr. Bernd Ahrendt, Professor of General Business Administration, in particular Human Resource Management, teaches and researches at the FOM University of Applied Sciences for Economics & Management in Hanover. He is a member of the WerteAkademie Berlin and works as a coach with a meaning-centered focus. His research interests include purpose-driven organizations, leadership, self-leadership, competence management, meaning-centered mindset.Dr. Rebecca Sabine Nikolaus holds a doctorate in Japanese studies and is an organizational development consultant, coach and lecturer at FOM University of Applied Sciences for Economics & Management in Hanover. Her main areas of expertise are normative and strategic management and HR management in the context of digital globalization.Jörg Zilinski is an organizational developer, HR specialist, senior management consultant and lecturer at FOM University of Applied Sciences for Economics & Management Hannover. His main fields are the transformation of future organizations with a focus on Purpose-Driven Organizations. In addition, he focuses on the holistic approach of a meaning-centred orientation.

• Part I: Theoretical basis: Individual and organizational Ikigai.- 1 The development towards the information age.- a. Re-organization of the world: digital globalization - transition to the industrial age - individualization - demographic change.- b. Re-organization of companies and employment relationships: New Work / Agility / Holacracy / Digital Business Models.- 2. Ikigai.- a. Individual Ikigai - Purpose-driven - Frankl's logotherapy as an explanatory approach to Ikigai - Purpose-centred mindset - Freedom and responsibility.- b. Organizational Ikigai - Transfer of the Ikigai idea to the organization, in particular mission/vision; understanding of leadership; competence management - employee-centric approach - cultural fit - organizational fit.- c. The tree of organizational culture as a metaphor of Ikigai - The roots (value orientation) - The trunk (the mindset) - Supporting branches and ramifications (cultural areas) - Branches and leaves (communication).- Part II: The toolbox - Practical implementation through adequate instruments.- 1. toolbox "The root".- 2. toolbox "The trunk".- 3. toolbox "Supporting branches and ramifications".- 4. toolbox "Branches and leaves".

Dr. Bernd Ahrendt, Professor of General Business Administration, in particular Human Resource Management, teaches and researches at the FOM University of Applied Sciences for Economics & Management in Hanover. He is a member of the WerteAkademie Berlin and works as a coach with a meaning-centered focus. His research interests include purpose-driven organizations, leadership, self-leadership, competence management, meaning-centered mindset.Dr. Rebecca Sabine Nikolaus holds a doctorate in Japanese studies and is an organizational development consultant, coach and lecturer at FOM University of Applied Sciences for Economics & Management in Hanover. Her main areas of expertise are normative and strategic management and HR management in the context of digital globalization.Jörg Zilinski is an organizational developer, HR specialist, senior management consultant and lecturer at FOM University of Applied Sciences for Economics & Management Hannover. His main fields are the transformation of future organizations with a focus on Purpose-Driven Organizations. In addition, he focuses on the holistic approach of a meaning-centred orientation.

• Part I: Theoretical basis: Individual and organizational Ikigai.- 1 The development towards the information age.- a. Re-organization of the world: digital globalization - transition to the industrial age - individualization - demographic change.- b. Re-organization of companies and employment relationships: New Work / Agility / Holacracy / Digital Business Models.- 2. Ikigai.- a. Individual Ikigai - Purpose-driven - Frankl's logotherapy as an explanatory approach to Ikigai - Purpose-centred mindset - Freedom and responsibility.- b. Organizational Ikigai - Transfer of the Ikigai idea to the organization, in particular mission/vision; understanding of leadership; competence management - employee-centric approach - cultural fit - organizational fit.- c. The tree of organizational culture as a metaphor of Ikigai - The roots (value orientation) - The trunk (the mindset) - Supporting branches and ramifications (cultural areas) - Branches and leaves (communication).- Part II: The toolbox - Practical implementation through adequate instruments.- 1. toolbox "The root".- 2. toolbox "The trunk".- 3. toolbox "Supporting branches and ramifications".- 4. toolbox "Branches and leaves".