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5.5 Culture

Whereas strategy and structure are the “hard” components of the St. Gallen approach towards illustrating business models, culture, as a “soft” component, is a frequently underestimated dimension. The St. Gallen Management Model speaks of change and renewal.

As shown clearly in Sect. 4.1, the digital age is shaped by an acceleration of developments and the need for change. Purely hierarchical business models withdraw into the background, while the process-related and networked perspective become ever more important. This also leads to whole new challenges for corporate and management culture. The focus is on the perfectly tailored solution—and not on hierarchical loyalty. Traditional competence models and management patterns are eroding, resulting in collective insecurity among traditional companies.

Studies show that 75 % of important projects in companies are planned and conceptually prepared, yet they are not implemented because the internal service providers are not convinced and power struggles between departments prevent a consideration of the big picture (Koye 2011; Boston Consulting Group 2009). The critical mass of effective advocates is not reached and the project peters out over time.[1]

Effective competence is always paramount in career models. Cross-company network orientation and working with and in flat hierarchies are skills that need to be learned—and yet it is precisely these competences that are required at an individual and collective level for the successful metamorphosis of business models.

5.6 Business Model as an Interlocking of Strategic and Structural Analysis

The fusion of the results of the strategic and structural analysis lead to the business model of a company. This section presents both classic business models and those of the digital age. Building on this, the bank-specific reference will be addressed in detail in Chap. 6.

  • [1] By now this has also been recognised in conventional consultancy firms, as shown by the study “Organisation 2015—Designed to Win” by the Boston Consulting Group (2009).
 
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