18.11.2016

On the ground: Leadership, change and talent development in times of internationalisation and digitisation

The host, BOGE Rubber & Plastics enabled executives and consultants, during the 10th Forum Leading. Shaping. Networking., to gain profound insight into the company’s day-to-day business.

14.04.2015

Leading and shaping cooperations

that was the motto of the 5th Forum on April 14th, 2015.
Four stimulus speakers reported on their handling of start-up and control of business cooperations and partnerships. What are the success criteria…

… for cooperation projects with external partners in the context of the Fujitsu international Alliance programme and for the coffee fair trade concept of the 4C Association? And what has been working for Telekom in dealing with internal partners for creating a unified European mobile network or for Zurich in the area of​Learning for the Insurance Industry? Despite the high diversity of sectors, markets, general conditions and volumes – all four impulse talks emphasized the importance of the creation of trust-based relationships between the cooperation partners. When organising these set-ups, the companies took care of this aspect by creating separate functions and responsibilities for which, instead of using a traditional exercise of power, the focus of activity is on a control via networking, mediating and managing relationships with and among the partners.

Uwe Schöpe emphasized that for him the design of good personal relationships with internal and external cooperation partners of Zurich is just as important as safeguarding by extensive written contracts. Melanie Rutten-Sülz pointed out that in the sustainable coffee market, it is key for successful partnerships to take time for a thorough stakeholder analysis when starting cooperation projects, and to be open throughout to the needs of partners and members of the 4C Association. The Fujitsu case example (Annette Kuhn) showed that imparting the added value for the partners involved is one of the prerequisites for successful cooperation projects. Carina Muskolus pointed out that personal motivation of internal staff with regard to participation in Telekom’s innovative cooperation and development project greatly contributes to positive collaboration. In particular in a situation where the individual partners and countries are also in competition with each other, it is important to take up concerns of participants fair-mindedly and demonstrate the overall benefit of such a project for all parties involved.

To summarize the evening can be said that the organisation of good cooperative relationships, especially in international contexts, requires all participants to deploy a large and diverse scope of professional and social expertise. Participants must be able to pursue their local interest, and at the same time, to take a viewpoint directed at and for the entire system, again and again. Doing so, they must be able to not only recognise the added value for all parties involved but also to impart this insight to the cooperation partners. Finding and training such people is the great challenge for the future, that was the Forum visitors’ unanimous opinion.

Stimulus speakers this time were:

• Annette Kuhn | Head of Alliance Program, Fujitsu Global Alliances Düsseldorf
• Carina Muskolus| VP HR Business Partner, Telekom Bonn
• Melanie Rutten-Sülz | Executive Director, 4C Association Bonn
• Uwe Schöpe | Group Head of Learning Services, Zurich Group Germany Bonn

21.10.2014

Generation Y. The new elite?

At the 3rd Forum Leading. Shaping. Networking., 3 stimulus speakers shared their experiences of recruiting, leading and developing young staff members. In the exchange of ideas with …

… the guests present – company executives, higher education and social organisations – it became clear that, although there is no panacea for dealing with young employees, there is a parallel: The new elite, internet savvy, academically educated and brought up in a mindset of equality, use their power and their possibilities in view of the demographic change: Full of confidence, they call for employee-friendly working conditions. At the same time, they respond positively and with a high readiness for performance to a feedback culture geared to open dialogue which presents clear agreements on objectives and offers authentic leaders. Modern training and leadership require that the novel habits of the younger generation in terms of learning and communication be recognised and used for the benefits they present, not just considered as their limitations. A lever for good cooperation and leadership was identified in the practice of explicitly addressing different working methods and attitudes to values in a dialogue between generations.

Stimulus speakers were:

• Wolfgang Hirsch | Head of the training centre Ausbildungszentrum, Deutsche Telekom AG
• Tom Kurz | Deputy Managing Director of the international organisation for young volunteers, Experiment e.V.
• Jörg Michael | Head of staff recruitment, Currenta GmbH & Co. OHG
• Prof. Dr. Magdalena Stülb | Department of economic and social sciences, University of Koblenz

26.08.2014

Think entrepreneur. For staff, too!

at the 2nd Forum Leading. Shaping. Networking.held by p4d in podium 49! How can all members of staff become part of this entrepreneur thinking …

.. how do they take it in?
Which systems enable this type of creative thinking and facilitate this way of proceeding?
How can organisations encourage such behavioural characteristics and promote them?

Four stimulus speakers from the Rhineland area asked themselves these questions and subsequently offered inspiring insights into the complexity of their everyday management routines. In the venue’s cosy lounge ambience, supported by wine and cheese, these notions led to a lively exchange with the invited guests. Despite the diversity of industries, organisational cultures and individual conditions: The examples presented by speakers and participants showed clearly that job satisfaction is a key factor in encouraging employees’ independent and entrepreneurial action. The stimulus speakers achieve this aim by consciously shaping their organisational and team culture. In addition, and especially in difficult times and when under economic pressure, they put their success down to applying transparency of objectives, clear communication, demonstrating their own personal passion and appreciation of their employees. When you are in a leadership position, fostering a culture of discussion where errors can be openly addressed and “not knowing” can at times be admissible, it encourages creativity and willingness to innovate, also at employees’ level.

Stimulus speakers were:

• Peter Binner | Head of product line NVH drive technology & commercial vehicles, ZF Friedrichshafen AG, Bonn
• Olaf Köster-Ehling | Head of special needs school Förderschule Berlinerstraße and Head of the Competence Centre „Kompetenzzentrum Mülheim Ost“ (up to summer 2014)
• Rüdiger Meyer | Head of Finance & Controlling / HR & Social Affairs, Carl Knauber Holding GmbH & Co. KG, Bonn
• Dr. Ingrid Schöll | Head of adult education centre VHS Bonn