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Even companies with strong financial records and glorious histories in exploring opportunities and exploiting markets must take their path into a digital business transformation. But they are sometimes trapped in cultural heritage because worked well for a long time. Corporations invest heavily in employee training to master that change. But investments do not guarantee a sustainable digital culture change and it hit many enterprises by surprise. We see increasing evidence that it is not enough to complete heavy technical training. Rather employees must develop a "digital mindsets". But decision-makers insist that only even more tool training will somehow make that case by magic. Training concepts today are often not well suited to help shaping digital mindsets. Even worse, they miss the point: An abundance of technical matter solidifies questionable assumptions that enough technical skills will be enough to master digital change. In April 2018, PricewaterhouseCoopers Germany started an experiment to understand and resolve this challenge by stepping back and taking a different view. The patterns of this paper emerged from two intense years of learning, discourse and failure on how to teach employees in large organisational settings with a proud record in traditional trainings to systematically beat individual paths into the realm of digitalization. Participants were coached to develop a "cognitive surplus" to deal with topics beyond technical matter. The patterns present a preliminary gist of a coaching curriculum that could contribute to one of the biggest challenges companies will face in the decade to come: The resurrection of daily business out of capabilities deriving from digital means.

We often listen to talks, awaiting something to excite us. Presenters fail quite often. They do not accomplish the goal to convince others about what they are convinced themselves. That is because presenters make an effort to deliver a superb, unique rationale. But that does not inevitably change a listener's belief systems. In case an issue is complicated, a heterogenous audience might be unlikely to follow a speaker's rationale, although the presenter might provides strong arguments for his case. If instead the presenter tweaks complex issues into a so-called "springboard story", he will receive immediate perception once he started his talk, provide an easy understanding of even complex issues, and sparks an audience to action because listeners create their own pictures of the future that will become reality due to the presenter's intention.

James Watt invented the steam engine in the 17th century. It outperformed human muscle power by orders of magnitude. Nobody imagined that this single invention would evocate massive consequences: The steam engine increased industrial production, led to societal upheaval, and changed the political landscape for the next 100 years. There had been no historical parallel on the effect of a dedicated technical invention on humankind in such a short timeframe. At the beginning of the 21st century, we might experience a similar dynamic. This time, artificial intelligence spread the word of a new era that makes cognitive capabilities available on a large scale. Machines with highly sophisticated mental competencies will turn upside down the knowledge work in every company department, be it marketing, human resources, research and development, customer service, or the even the board of directors. Moreover, this time, intelligent machines will outperform human brain power. This paper argues that the arrival of artificial intelligence at the enterprise pave the way to a wicked problem: It cannot be resolved by tested methodologies, given procedures, and best practices. Instead, it requires a more sophisticated approach: First, companies must involve all relevant stakeholders at the initial stage of deployment because the impact of artificial intelligence is far-reaching. Second, companies must question their given value system because it closely resonates with the capabilities of artificial intelligence machines. Third, companies must conduct controlled experiments, because “divide and rule” do not work anymore to handle machines that mimic human thinking.

Effectuation principles are a way to master situations of uncertainty. Researcher detected them by analyzing how entrepreneurs behave when pursuing business ideas. Some people intuitively perceive effectuation the way they are already working. Others consider them counterintuitive. Effectuation aficionados and practitioners either face the same predicament: People often intuitively understand how it might work. But they remain uncertain how to adapt them to working habits. They are caught by conventional mindsets. They forget about the principles while facing stress disorder, or just feel uncomfortable to change behavior from causation to effectuation. The authors' approach is two-fold: first, they summarize obstacles that hinder actually motivated people to migrate to an effectuative working style. Second, they focus on the domain of project work to match proven patterns of nudging against the core principles of effectuation. Thus, the authors create an instrument for project managers to ingrain effectuation principles into project work. For practical use, the results are provided as nine proto-pattern. Project leads could refer to this list to make effectuation thinking an integral part of daily project chores.

Knowledge workers share a common pain. They need paper artifacts and must store them, usually running a subject-based filing system. The Noguchi Filing System (NFS) instead offers a frequency-of-access alternative. It organizes by using and automatically optimizes itself that puts most required documents closest to hand. Every document is placed in an envelope that is dropped vertically on a shelf. The least recently used item moves to the beginning of a queue of envelopes. This procedure eliminates the need to initiate and maintain an organizing scheme of labels. Any artifact can be retrieved fast and replaced without additional cognitive effort. NFS creates a self-maintaining archive of seldom-used files (they slowly wander to the right), and present those often used together (they wait at the left end). Primary sources for NFS are only available in Japanese, secondary sources in other languages are mainly spread on the Internet. This is the first major attempt to collect definitions, explanations, and experiences, and put them together in a consistent way. All information available about NFS is arranged in a format of a single pattern. It should act as a unique source of information for any knowledge worker who wants to benefit from NFS.

In early 2011, the IBM computing system "Watson" competed against the world's best Jeopardy champions - and won. This event marked a year-long research effort in raising the reliability of QA systems. We consider Watson as a new, unprecedented category of information processing system and that it might become a tipping point for a new way to exploit unstructured data in information-rich environments. Thus, we ask how information appliances will change if they will adapt capabilities that were introduced by Watson. We categorize information appliance capabilities to the extent that they reflect different levels of human thinking. We show how those relate to the design information appliances in data-driven working environments. Finally, we provide three possible consequences that might unfold if Watson-technology will gradually trickle down to commodity information appliances.

Wie ich, haben vielleicht auch Sie heute Morgen in der Tageszeitung lesen konnen: „Immer mehr Unternehmen stellen Regeln fur Twittern wahrend der Arbeitszeit auf“. Im Umkehrschluss heist das: Unternehmen konnen offensichtlich nicht mehr unterbinden, dass Werkzeuge des Web 2.0 faktisch bereits in Arbeitsprozesse eingebunden sind - ob sie das wollen oder nicht. Unternehmen mussen sich diesem Fakt stellen: Sie mussen Regeln und Verhaltensweisen vorgeben - oder diese entstehen von selbst.

Ich begruse auf dem Podium zwei Gaste, die sich schon optisch unterscheiden: Der eine tragt Anzug, der andere T-Shirt. Wir haben heute einen so genannten „Digitalen Immigranten“ und einen „Digitalen Eingeborenen“ zu uns eingeladen. Beide werden Ihnen einen Eindruck geben, was das konkret bedeutet. Ich werde im folgenden Fragen stellen, die konkrete Probleme aus dem Arbeitsalltag der beiden aufgreifen. Im Laufe des Interviews bekommen Sie so einen Eindruck, wie sich diese beiden Generationen voneinander unterscheiden und vielleicht auch, wo sie sich vielleicht ahnlicher sind als gedacht

Wenn mein Hemd mehr weis als ich: Soweit wird es nicht so bald kommen. Es geht im folgenden auch nicht um die dafur notige Technik. Stattdessen beschaftige ich mich mit dem, was uns diese Technik verspricht: Bisher nicht gelebte Alltagserfahrungen. Intelligente Kleidung, Wearables oder Wearable Computing (ich verwende hier alle drei Begriffe synonym) versprechen ungewohnliche Anwendungen, die hohen Nutzen bringen und fundamentale Bedurfnisse besser bedienen. Durch Wearables wird sich unsere Wahrnehmung verandern und sie werden uns zukunftig anders miteinander kommunizieren lassen.