Please note: This website contains selected essays (Lessons and Thinkpieces) from www.managerismus.com (our German site).

   

Number 24

Reorientation of Performance Culture: Management Performance is Obsolete

A performance culture is shaped by the way managers and employees are appraised and rewarded. The performance culture and working world are changing as we move from the industrial to a digital age. Recent studies in the USA and Europe have shown that this new digital age is already upon us. And performance culture: how far has a reorientation happened, what are the guiding principles, which methods lead the way? These issues are considered in this essay.
May 2017

 

Number 23

Parabusiness — the Predominance of the USA

In 1976, sociologist Daniel Bell wrote the classic book The Coming of Postindustrial Society. In many U.S. regions that predicted deindustrialization has become rusty reality. Meanwhile parabusiness, which provides support and services to management, has proliferated. The leading players and profiteers of this new global industry are mostly U.S. firms. This Thinkpiece explains how parabusiness has grown, the threat it poses, and why it should be resisted. 
February 2017

 

Number 22

Para-Government — the State and External Consultants: A Problematic Relationship

The consulting business for the public sector is booming in Germany. There are many reasons for this. First, their clients in government and administration have allowed crises to develop, for example, the non-registration of ‘refugees’, the year-long delay in database comparison between government ministries and federal states, or their inability to reform the labor market and pensions policy. Second, consultants themselves create a demand for their services by developing and propagating threat scenarios which only they can master. This essay explains what is wrong and how to fix it. 
December 2016

 

Number 21

The Proliferation of Parabusiness

Parasitic embrace and wealth extraction by consultants, investment bankers, auditors and other 'helpers'. Organic growth is sustainable and healthy, whereas tumor growth is parasitic. This can progress in different ways: by using processes and systems purposely made increasingly complex, by using constantly changing concepts, by willfuly destroying that of proven worth. One kind of tumor growth is parabusiness: what this includes, what business models are used, and how the entire parabusiness branch can be trimmed to a healthy size, are dealt with in this Thinkpiece. Further essays on the topic will follow. More
November 2016

 

Number 20

The Decline of Ethical Behavior — How Can Companies Prevent It?

Ethical behavior is having a hard time, especially within the harsh constraints of a globalizing and increasingly nominal economy. The risks of misconduct are much higher for (too) big companies and conglomerates. Reports of unethical business practice are on the rise. This essay describes the action that management must take. 
September 2016

 

Number 19

The Need for a Charta Digitalis – A Route Planner for Societal and Legal Regulation of Digitalization

It is well-known that technical change can be a curse as well as a blessing. Digitalization (including the internet, big data and artificial intelligence) is a well-spring of both. So that the curse does not exceed the benefit, we need a strong "visible hand", which firmly recognizes that people are the purpose and technology merely the means, and that human-scale technology is essential. This essay is a call for action and a helpful roadmap.
June 2016

 

Number 18

Transaction or Innovation — That is the Question

The buying and selling of businesses and business units — using the Siemens group as a case study. Siemens lost its compass long ago. Although its managers appear to justify each and every transaction, overall its innovative power has suffered. For the first time in the long history of Siemens, these transactions are closely examined. So what is the best course? There are lessons to be learned — also by other big corporations.
January 2016

 

Number 17

Innovative Weakness at Siemens — How Shareholder Value Ousted Innovation

Innovative strength decides whether an enterprise is competitive leader or also-ran. Siemens, like many other conglomerates, began to lose its innovative dynamism in the mid-1990s, after subscribing to the shareholder-value model. The upcoming 200th birthday of the firm’s founder, Werner von Siemens, is the right moment to recall his historic mandate.
November 2015

 

Number 16

Culture Change: The Inherent Contradictions

Management consulting has many fads and crazes. It is not too hard to distinguish between these and what is really meaningful. The clues are found first by reconsidering the many previous management trends, the second is the type of language used, and the third is any apparent contradiction between claims and reality. All three are clearly present in the case of Culture Change, as is demonstrated in this Thinkpiece. 
October 2015

 

Number 15

Government – Paving the Way for Innovation

It is said one should learn from history: in Germany there were dynamic periods when national government undertook to selectively and powerfully encourage innovation. The same applies to the federal states and municipalities, which can be especially innovative themselves. If politicians look too much to problem-solving and fixing what exists today, as at present, then innovation for the future will languish. This Thinkpiece argues that change has to come.
February 2015

 

Number 14

Startups in Germany: What’s holding things up – what needs to be done

Germany was famous for its industrial startups (the Founder Generation) over a hundred years ago – when universities excelled, entrepreneurs were highly regarded, banks were financiers for startup entrepreneurs, and the state was a light regulator.
Germany is no longer an economy of startups. In fact, startup concepts are imported from the USA, venture capitalists are hesitant, angst of failure is widespread, and the first seed financer is the state. Find out how this came about, and why it must change.
August 2014

 

Number 13

Innovative Weakness ­­– Existential Challenges for Major Corporations

Major corporations have undoubted advantages due to their market power. However apart from a few exceptions they have an inbuilt disadvantage: they are not innovative enough – despite what they want us to believe. More
May 2014

 

Number 12

The Future of Production in Germany

As a leading expert on the production economy, Prof. Dr. B. Eidenmüller, strongly advocates Germany as a location for high-quality production. He exposes deficits, outlines the direction of future developments, and identifies the often overlooked need for simple occupations. 
October 2013

 

Number 11

How Value Extraction Ruins Companies and Society

Managers must relearn how not to do virtually anything that promises power and profit. Value extraction and value creation, as outcomes of corporate leadership, are compared and contrasted. The time is ripe for the state to launch a social-market economy 2.0. Government economic policy is not a relic of the past; economic governance is still an imperative for a successful economy. See abbreviated version
September 2013

 

Number 10

Directors' Pay – Something Has To Change

Directors' pay is in the headlines. It should remain a matter of social and political concern until things change. Why? What needs changing? Local and contemporary issues are important ― but this perspective covers more. More
June 2013

 

Number 9

McKinsey – the Insider Company

Abuse of trust is always shameful, wherever and whenever it happens. But there are different degrees of abuse. It is especially scandalous when leaders of organizations are involved: trust abused by those claiming to be custodians for their clients. Take a look at this hidden, unbelievable story. More
March 2013

 

Number 8

The Industrial Decline of the USA – Lessons for Europe

Can America re-industrialize? It is doubtful whether it can, even if, for the first time in decades, industrial jobs were a topic in a presidential election campaign. This overview by Manfred Hoefle explains the remarkable decline of the US production sector, and why it is difficult to reverse the trend. What lessons can Europe learn from the US experience? More
December 2012

 

Number  7

NOKIA SIEMENS NETWORKS (NSN)- A chronology of continuing management failure

This is the brief story of what was – second only to EADS – the biggest industrial joint-venture in Europe. The causes of decline are analyzed and lessons learned from the failure of a promising project. It is sobering to witness the final pillar in a traditional German industry collapsing. It is disheartening that hardly anyone cares. More
September 2012

 

Number 6

A New Paradigm for Business Studies

Unlike hardly any other discipline, business studies have come to reflect the proliferation, leveling down, and regimentation of the education system. To this negative list can be added Americanization, loss of reality, over-emphasis on the nominal economy, and 'value-free' objectivity. How this came about and why business studies/management theory ignores the crisis affecting the real world of business is explained. However, still more important, practical proposals are made for reforming the discipline. Plenty of material for a short Thinkpiece.    More 
February 2012

 

Number 5

Too Big To Fail versus Rightsized – The Dilemma of Oversized Companies

Is Siemens too big? Which companies are too big to fail? This Thinkpiece looks at manageability, the overlooked disadvantages of size, analyzes the underlying assumptions and restraints, and asks whether big really is better. Most importantly, suggestions are made on the limitation of size. More
July 2012

 

Number 4

The Declining Role of Information and Communications Technology in Germany – Siemens Exits the ICT Industry: Reasons and Lessons

Too little is known about why ICT is declining in Germany. Even less is known about the impact. Read – in this 20-page summary – about the decline of a historically key German industry, the reasons, and lessons to be learned. More
July 2010

 

Number 3

Good Corporate Governance

A thought-provoking essay on corporate supervision: an issue that concerns us all. The responsible actors/CEOs are named, while case studies of DaimlerChrysler and Siemens clarify the events, causes, and suggest reforms. More

 

Number 2

Outsourcing

Outsourcing should be second choice. Unsatisfactory justifications are exposed and realistic alternative solutions are proposed. corporate supervision: an issue that concerns us all. The responsible actors/CEOs are named, while case studies of DaimlerChrysler and Siemens clarify the events, causes, and suggest reforms. More

 

Number 1

Business Planning and Budgeting

The time is ripe for Non-Budgeting and Lean Planning. Business Planning and Budgeting is based on false assumptions. What matters is agility, action-oriented and rational behavior: in short, everything must focus on the purpose of the enterprise.  More