Gathering Points Creating Momentum—Navigating the Journey of a Value-Driven Company

The chapter is based upon the experiences in a non-listed, value-driven company with an established customer base, product range, and process landscape. The company is a market leader in its industry in Europe and is internationally successful. At the same time, it has to deal with new market opportunities, digital transformation, and organizational change at a faster pace than ever before. One of its strategic projects, described here, has been a pilot for the transnational introduction of a new matrix structure and level of collaboration across the entire group. Beyond the usual change or project management routines, the mode of travel and navigation developed in this pilot initiative relied on the momentum that allowed people to experience the journey together and encouraged them in breaking habits and changing organizational patterns. In this way, the journey proved to be a prototype for future international collaboration not only in, but also on, the organization. Awareness of the diversity of cultures around the table, types of organization, and personal interests involved was crucial. There was always the space to value and listen to people, to encourage them for the uncertain journey, to bring them into dialog on an equal footing, to ensure reliable communication, and to give them social safety in the process. Thus, the navigation always provided gathering points where the travellers came together to reassure and reorient themselves, to integrate their findings and results, and to set new milestones. It became clear to all involved that this communicative process was the key anchor for navigating such an uncertain journey—which was a valuable feeling and experience for their future travelling organization. Each gathering point, each event, has a past, present, and future, for the group and each individual. The corresponding connections between these events supported the preservation of the momentum and the flow of navigation. This navigation happens whether we like it or not. An active, accepted, and effective influence on this navigation can only happen with an honest awareness of our individual possibilities—beyond any illusions of power and control. This approach has been a great success and the company is already multiplying this success beyond the described pilot project and thus embarking on its further journey.