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Michael LoebbertMichael Loebbert Cultural patterns and corporate success

02/04/2009 by Michael Loebbert

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Michael LoebbertMichael Loebbert Crisis of Economic Culture

10/21/2008 by Michael Loebbert

There is no crisis in the financial market. That we need the financial market is clear anyway. There is no crisis of production companies too, because of course we want the benefit of theirs products in the future. There is also no crisis in the global economy since the wheel of history can not be turned back.

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Michael LoebbertMichael Loebbert The Culture Imperative of Leadership

10/02/2008 by Michael Loebbert

We rely in the majority of decisions and actions on the cultural patterns of organizations, in which we live. Most of these patterns and values with which we steer ourselves are unconscious. Only rarely we object to them. Some individual patterns are actively learned by training or by serious “injuries”. Think about how you drive a car: You coordinate hand, foot and eye, adhere to the rules and respect the rights of other road users. Brain researchers describe this with the training of our synapses. “What has proved working and repeatedly gone through or what is equipped with high energy, engraves our actions and behavior.”

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Michael LoebbertMichael Loebbert A Question of Culture

09/22/2008 by Michael Loebbert

Perhaps you know the history of the PT Cruiser. Sure, you have seen this car on the street, the look is retro, fuel consumption is too high, technology and security are average. When Daimler joined in the responsibility for Daimler Chrysler, the PT Cruiser was just launched and taken for a flop. The production was driven down and banned into a small factory in Mexico. But it came different. The demand could no longer be served and customers were dissatisfied. – Today the PT Cruiser is a sales success.

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Michael LoebbertMichael Loebbert Hungry for Change

08/19/2008 by Michael Loebbert

How hungry are you for change? – Clearly, ‘change’ is in itself not a serious management approach. Without content and its implementation change remains an empty talk. Successful executives connect therefore contentful imagination with execution. In the recent study “Enterprise of the Future” by IBM (www.ibm.com/enterpriseofthefuture) executive officers, selected all over the world, tell about theirs imaginations of the company in the future.

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Michael LoebbertMichael Loebbert A Strategy is a Story

07/02/2008 by Michael Loebbert

As a reminder of what a strategy is and what it should provide:

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Michael LoebbertMichael Loebbert Management as Cultural Work

06/09/2008 by Michael Loebbert

In most management models today, there is a “box” for culture. Management is (also) cultural work. This seems self-evident. Probably too obvious to make a difference in practice. So what are the specific challenges?

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Michael LoebbertMichael Loebbert Fetishs of Change

05/06/2008 by Michael Loebbert

A fetish is an object, which is adopted to have some sort of magical power.

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