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How an AI maturity matrix can help leaders understand the bigger picture, develop a shared vision, and find a way forward. Artificial intelligence is everywhere. Hardly a day goes by without another article about how AI will transform our businesses, change the way we work, or fundamentally reshape entire industries. We know that AI is important. We see the opportunities, but also the risks. We hear about companies investing heavily in AI, introducing new tools, automating processes, and developing entirely new business models. But what does becoming an AI-ready organisation actually involve? What are we trying to achieve? And how do we know what we should be doing now, rather than next year or even further down the road?

These are questions Matthew Strauss has asked himself as well.

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Utilisation: Welcome to reality – now make the most of it!

As leaders, there are certain things we can define because they are within our control. There are some things we can influence. And then there is the rest – and that is usually more than we would like. This is
precisely where utilisation begins. Because this ‘rest’ is not a disruption. It is the actual space of possibility.

In business, ‘utilisation’ is often reduced to capacity utilisation. Machines should be running, teams kept busy, processes functioning efficiently. The main thing is that nothing stands still. Yet this view is not only too
narrow; in dynamic environments, it is simply dangerous.

In a complex world, utilisation becomes a strategic capability: the ability to make use of what is actually there – including that which cannot be changed.

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Do we need a new acronym?

For many years, VUCA has become a nearly self-evident term to describe economic, social, and political developments. We have become accustomed to dealing with complexity and decreasing predictability—and have even derived strategies from it. ARGO experts have participated in workshops designed specifically for this purpose!

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Chaos in Everyday Work Life

How Rules of the Game Can Help Restore Order

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How Emotional Intelligence and Strengths Orientation Transform Organizations

The demands on managers have never been more complex:
Dynamic markets, disruptive technologies and the increasing desire for meaningful work are constantly presenting us with new challenges.

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Racket Science? About the difficulty in dealing with feelings

On a mild winter day, Irmgard was buried with her family around her. Her widower, my uncle, arranged a loving funeral with many personal memories. At the graveside, he brought events from the past to life and talked about the many plans that the two of them had still had and that death had brought an abrupt end to.

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Generational Conflicts in Organizations – Obstacle or Opportunity?

“I have no hope at all for the future of our country once our youth become the men of tomorrow. Our youth are intolerable, irresponsible, and appalling to look at.”

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Hybrid Leadership. Already Routine?

Just a few months ago, there was a lot of concern everywhere about how hybrid working could succeed.

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Hybrid Leadership – Old Wine in New Bottels?

New, proven and indispensable information on the hybrid management routine

Hybrid Leadership – The New Reality

Hybrid Leadership means keeping the team together

Insights inside!

3 conclusions that are immediately usable!

Steady Mind, Steady Leadership

How to develop equanimity and resilience