What leaders can learn from officer talent

In its May issue, Manager Magazin reports on “Military Leadership” and what civilian managers can learn from it. Professor Klaus Schweinsberg has been working on this topic for many years and has his say in the article:
To the article in Manager Magazin

Survey: Baerbock gains approval thanks to crisis management

Our latest security report shows who the strong personality in the federal cabinet is in the current situation: Annalena Baerbock. The defense minister, on the other hand, is a total failure in the eyes of the Germans. Only 16 percent of the population think Christine Lambrecht is doing a good job. 34 percent don’t think she’s doing a good job – and another 50 percent don’t know her or don’t trust themselves to pass judgment. The mood is quite different for Annalena Baerbock. In our last security report in January, she was still rated extremely poorly. Now, however, the critical votes have dropped from 60 percent to 28 percent. 46 percent of Germans say she is doing a good job.

To the article in Die Zeit

Discours Franco Allemand

René Obermann, Chairman of the Board of Directors of Airbus SE and former CEO of Deutsche Telekom, was the first guest at the new French-German leadership discourse and answered questions about leadership and career.

The new series of events of the ESCP Business School was moderated by Professor Dr. Klaus Schweinsberg, Chairman and Founder of the Centre for Strategy and Higher Leadership and Affiliate Professor at ESCP Paris.

To the video

Stress Test 2020

The crisis triggered by corona virus is the ultimate stress test for politics and business. Within a matter of weeks, the world was faced with a degree of uncertainty unseen since World War II.

The most important skill now is uncertainty competence. Whoever still dreams of a return to security and predictabiity will fail. The key to success will be to navigate the fog of uncertainty. It is not only a matter of “managing a crisis” but of “overcoming a crisis”, even if this sometimes means nothing more than “surviving a crisis”. What does this mean for business executives? Klaus Schweinsberg is a global consultant for leaders in complex leadership situations. In this book, he describes what matters when things get really critical.

A wider truth about Germany

In the light of court cases against Bayer’s U.S. acquisition Monsanto and falling share prices, the fate of the chemical giant grants interesting insights into Germany’s corporate culture, writes Frederick Studemann in the Financial Times on 17 May 2019. On the one hand, Bayer is a model of how to deal with the challenges of global mergers, on the one hand, the high number of lawsuits offers an eloquent testimony of the pitfalls of pursuing new technologies. Bayer is not the only example for that matter, just think of Volkswagen or Deutsche Bank. Frederick Studemann quotes Klaus Schweinsberg on Germany’s ambivalent attitude to innovation and modern technology – desired on the one hand, but rather not at home, which also reflects on Angela Merkel’s ending era.
Read the full article in FT of 17 May 2019