For us, facing a challenge means developing solutions and thereby developing ourselves further. The biggest challenges for us are greenhouse gas neutrality by 2045, sustainability and adaptation to climate change, digital transformation, the constant improvement of our processes and the further development of our cooperative with a special focus on togetherness, eye level and appreciation.
But who should take care of this in classic housing management? Which business area fits in? And does it even make sense to burden such big issues on just one or two people? And is it even possible to anchor these topics in the company in such a way that everyone lives and promotes them?
Renewal can only succeed if all areas of the company participate
Only then can the topics be found everywhere. Only then can we develop together in one direction. That's why three ways of working are crucial for us.
1. We set up cross-functional teams voluntarily.
To work on new challenges and to find the best way for us. These teams are staffed in such a way that different areas of the company are involved, but personal interests outside of the actual job also come into their own. An accountant helped develop the app. And a landlady helps shape our kids' club – the meerkat club.
2. External expertise is also integrated in some cross-functional teams.
We use them again and again to find the best solutions and to gain the perspective of experts in this field. They have been dealing with their topic for a long time, have a lot of experience and have an idea of how the field will develop in the future.
3. We gather internal experts in the Field of Experts.
It is about a permanent view of the company that will not end with a project. This is the case with digital transformation, with adaptation to climate change, with greenhouse gas neutrality, with our processes or with the further development of our 1893.