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By Stefan Randak (More) • Last updated on October 12.10.2023, XNUMX • First published on 11.01.2021/XNUMX/XNUMX • So far 5240 readers, 1051 social media shares Likes & Reviews (5 / 5) • Read & write comments
Companys, in the Future want to survive on the market face enormous challenges: which ones Competencies does the manager of tomorrow have to show so that Germany doesn't lose touch?
Just that Crisis at Volkswagen has shown that there are obvious "weak points" within the established management that require sustained optimization. The traditional, inherited role of leadership appears to be in serious crisis.
Let's remember 2015: The automotive industry is back in the headlines. Not as usual with excellent figures that put the previous year in the shade, but with crisis reports that range from profit warnings at automotive suppliers to the mega scandal at Volkswagen.
But haven't companies generally reached a phase of complete upheaval? For this one klare Answer: Yes, they are! It's no longer just about managing good numbers, because the crisis runs deep and, if you look at the example of the automotive industry, can be boldly described with the following five keywords:
Given these points, an important question arises: What has management missed? And which qualifications or properties are in demand for managers now and in the future in order to achieve the turnaround and stay at the forefront of development?
In order to assure itself of these qualifications or characteristics, the industry is forced to not just turn around “in its own juice”; she will not be able to avoid getting “talents from outside the industry” on board:
Less self-promoters and patriarchs, but rather team-oriented doers who have already earned their spurs in other branches of industry (e.g IT, social networks, etc.).
But how do these qualified “new” managers have to set up their company so that the German automotive industry will continue to do so tomorrow successfully can stay at the top of the world?
Sustainable, global, flexible and lean with regard to development, production, logistics and sales - and internationally forward-looking with regard to our own products and applied technologies. All this coupled with a constructive, open and credible way of dealing with your stakeholders. And one sentence must completely disappear from the vocabulary of the car manager: “We have always done this…”
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Stefan Randak is Director Automotive at Atreus Interim Management GmbH. He has more than 20 years of experience in general management, project management, change management, sales and marketing, purchasing and logistics as well as controlling and finance. For many years he was General Manager ( CEO and CFO) for Daimler AG in Germany and abroad. In addition, as CEO, he managed various international automotive companies (group subsidiaries and family businesses) in the retail and logistics sector, as well as a development and production company in the automotive supplier industry. His many years of professional experience spans Germany, Italy, Great Britain, the USA and China. He is also a lecturer at the University of Landshut in the corporate finance department, with a focus on the automotive industry (vehicle manufacturers, automotive suppliers, automotive organizations, wholesale and retail). Among other things, Stefan Randak deals with filling top management positions as well as with restructuring, organizational realignment, internationalization, business development and growth as well as organizational and process optimization. All texts by Stefan Randak.
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