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Insights from KEBA Group: Practice Meets Theory

 

As a highlight of the course "Strategisches Management: Grundlagen", course instructor Johannes Winkler had the pleasure of welcoming Tanja Karlsböck from KEBA Group (People, Culture & Structure division) to the final session this week. The aim was to connect the course content with practical insights, a goal that Tanja achieved exceptionally well.

 

[Translate to Englisch:] Winkler Karlsböck KEBA

Particularly impressive was her explanation of how KEBA succeeds in operating across diverse industries with a broad product portfolio, not only maintaining its position but also establishing itself as an innovation leader under the guiding principle "Automation by Innovation".
A crucial foundation for this success, in addition to the division into three diversified business areas – Industrial Automation, Handover Automation & Energy Automation – is the KEBA DNA.
Introduced in 2017 and continuously developed since then, it is built on principles such as self-management, agile working, and an open corporate culture, enabling KEBA to thrive in a highly complex and dynamic environment.

Building on these practical insights, an interactive discussion emerged about the potentials and challenges of #OpenOrganizing, opens an external URL in a new window. This followed the students' intensive engagement with the advantages and limitations of #OpenStrategy, opens an external URL in a new window during the sessions of this course and their seminar work. Flat hierarchies were highlighted as a positive aspect, as they enable quick decisions, such as expert-driven individual decisions, and foster greater self-responsibility.
At the same time, challenges were also discussed, particularly the need to define boundaries for openness in certain decision-making processes and the difficulties that arise when, in a #DecentralizedFormofOrganizing, opens an external URL in a new window, not everyone is allowed to participate in every kind of decision.
In this regard, the balance between individual self-management and overarching organizational structures & goals was also critically examined. Lastly, synergies between #OpenStrategy, opens an external URL in a new window and #OpenOrganizing, opens an external URL in a new window were identified, particularly in how open strategy work can be supported and enhanced by an open organizational structure.

We at the JKU - Institut für Strategisches Management, opens an external URL would like to extend our heartfelt thanks to the KEBA Group for the long-standing and excellent collaboration.
This partnership provides a unique opportunity to combine practice and theory and learn from one another. A special thank you goes to Tanja for her inspiring presentation.
 

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