Please note: This website contains translated extracts fromwww.managerismus.com (our German site). These are summaries of selected essays (Lessons and Thinkpieces). 



 

Number 8

Peter F. Drucker – Management Needs Moral Values

Many believe they know Peter Drucker well. Few are aware that his thinking is strongly influenced by a Christian ethos. Drucker believed that management must be a moral force. This is true especially today when, to an unacceptable degree, managers are exploiting the 'moral-free' market for their own personal advantage.  To the essay

 

Number 7

The Common Cause of Three Crises in Ten years

The turn of the century was marked by three major economic crises which had a near-global impact. The euro and state debt crises still hold sway over politics, business and citizens alike. How did this series of crises come about, what triggered them, are there any common causes, and is there a potential way out? An analysis and assessment by Norbert Alexy and Prof. Dr. Robert Wittmann.

 

Number 6

Growth Addiction and Costly Consequences

The outcome for corporations of external or acquired growth is, often enough, simply growth, and nothing else. There are no additional synergies, but existing advantageous business relations and business cultures are lost, while diversified corporate landscapes are replaced by monocultures. In many cases it is necessary or at least preferable to reverse such mergers to repair the damage done. Manfred Hoefle rigorously exposes the logic of capital markets and uses case studies from the USA and Germany to demonstrate the real motives.

 

Number 5

An Honorable Merchant – A Role Model for Today?

Robert Bosch (1892 ― 1959) wrote in his autobiography that, "Running a business honestly is still the most profitable way in the long run. The business world places a higher value on decency than you might think."

The lifelong experience of a great entrepreneur is commercial justification for an honest merchant. Manfred Hoefle and Armin Sorg trace the principle over time, and describe ways of reviving it. To the essay

 

Number 4

The McKinsey-ing of Germany

Which organization, behind the scenes, has the greatest influence on German business and society? No idea? This essay by Dr. Julius Lengert, "You cannot see those who stand in the shadows", provides the answer. With profound background knowledge he describes the McKinsey Principle and exposes the firm's close networking and cronyism that involves influential groups and persons in Germany: the McKinsey-ing of the Republic.

 

Number 3

Has Production Got A Future in Germany?

Production must have a future for the sake of employment and prosperity, insists Prof. Dr. B. Eidenmüller, a profound and committed expert on industrial innovation and production. There is urgent need for a renewed emphasis on production by business, training and science – and the 'unskilled' must not be excluded. The present consequences for the USA, Britain and France of neglecting production for decades should act as a clear warning.  To the essay

 

Number 2

Compliance is Bureaucracy (American Style)

Can handbooks replace personal responsibility and personal integrity in leadership? Armin Sorg, for many years head of business strategy and government affairs at Siemens AG, warns of excesses and consequences of the spreading Compliance movement. Certificated 'formal performance' is not enough. What really matters is complying with a corporate culture of irreplaceable integrity. To the essay

 

Number 1

Would Better-Paid Supervisory Boards Supervise Better?

Longstanding member of the Supervisory Board of Siemens AG and Deputy President of the Association of Employee Shareholders, Birgit Grube, believes claims that higher pay for supervisors will mean better supervision are wrong. Grube sees the real problem elsewhere: the many members of supervisory boards who are not truly independent.