Page 142 - The Design Thinking Playbook

The process and the way the work is done likewise have a great
impact on the results. For one, the focus is on the type of activities we
must perform; second, on the interactions of the people among one
another and their influence on the course of the project. Bear in mind
here that the work process itself is in a constant interaction with the
environment and the people involved.

The meaningfulness of what we do as motivators is often underesti-
mated. Companies often lack a clear strategy from which the teams
could deduce whether their activities aim at something greater. Meaningful work!
Surprisingly, the majority of companies have a hard time defining the
“why.” Especially for the much-cited millennial generation, mean-
ingfulness is a key criterion for choosing an employer. There is no
question that a meaningful activity boosts motivation. This applies to
all of us. We will come back to the theme in Chapter 2.6.
In many cases, the management of a company is unable to cope with
new, rapidly changing framework conditions (e.g., digitization). This
uncertainty leads to greater aimless action in the company, but little
work is done toward a specific goal or a defined market position.

In Chapter 3.6, we will discuss the question of how to deal with such
uncertainties and present approaches and methods we can use, for
example, to initiate and successfully implement digital transforma-
tion.

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