Three questions for Martina Goldhorn

Martina, you’re deeply involved in all aspects of transformation—both internally, when it comes to Janus’s own transformation, and externally, when you’re working closely with our clients on it. I’d like to invite you to give a sort of “elevator pitch” on the topic of transformation at Janus. Three concise questions and three equally concise answers. Okay?

Martina Goldhorn: Okay. Was that the first question?

No, here it is: Why is the new logic of change so difficult for companies?

Martina Goldhorn: Previous patterns of growth and optimization (and the thinking behind them) no longer fit. They served their purpose for a long time and brought more or less success (e.g., efficiency and cost orientation, as well as deliberately designed competing target systems within the company). Now they increasingly present themselves as an inflexible octopus that hinders, paralyzes, and nips personal responsibility and innovation in the bud. This is a real test of endurance for companies. How do I break away from management practices that have been painstakingly and laboriously ingrained and promote something new? This inherently pits the “old” world against the “new” world and often frustrates precisely the most deserving employees and managers. The old ways feel worthless, and many literally no longer understand the world….

What is the basic approach when following the new logic of change?

Martina Goldhorn: The most important thing is for the organization to find the right organizational operating system. This can sometimes be an existing ready-made blueprint, such as Scrum. Most of the time, however, it only fits certain areas and often only in a modified form. It takes courage to embrace: “As much standardization as necessary and as much customization as possible.” This is usually only achieved step by step through experimentation and the rapid learning that comes with it. And through leaders who understand what the change means for themselves and their roles (keywords: “mature personality” or “ability to reflect”).

What can Janus contribute?

Martina Goldhorn: We have a plan. And it’s a mix of consulting expertise (e.g., assessing power dynamics and needs, then gradually getting started with those who are willing and curious…) and, above all, a consultant’s mindset. The organization—and thus, initially, the decision-makers—must above all have the courage to chart its own course as an organization. To do this, they need consultants who approach the process with the right mindset: as companions, inspirers, framework providers, pacers, accelerators, confronters, and feedback providers—but NEVER as know-it-alls or blueprint peddlers!