Business concepts

„The possibility is worth more than the future.“

Martin Heidegger, German philosopher (1889-1976)

Role of conceptual work in times of agile management

As markets become more dynamic, the willingness to create concepts decreases and the call for strategic and operational agility increases. However, agile action also needs an orientation that can be gained from systematically developed scenarios.

The more dynamic the environment is, the more concepts nowadays go hand in hand with implementation steps. Conceptual results are fed into the first steps of practical implementation, and lessons learned from implementation are incorporated into the further design. This is agile management.

In principle, meaningful conceptual designs can be plausibly derived from alternative, coherent scenarios (Corporate Foresight).

In situations of high uncertainty, dealing with such conceptual basic drafts heightens awareness of options for action, guides decisions and prevents short-sightedness in action.

Conceptual work is not a precursor to implementation work as was previously customary; it is a continuous task. The better the design and implementation steps in companies complement each other in interplay and mutually support each other, the better the companies will be able to deal with complexity. The further conceptual work responds to current findings from the implementation work, while the implementation work in turn uses new conceptual approaches. This pragmatic and methodically based interaction results in controlled agility.