Increasing demand for mentoring.
Globalisation is forcing us to think and act in new scales and on whole new levels of complexity.
For top performers in international companies, one of the main challenges this brings is that of meeting high demands for market development and growth strategies. The macro-economic environment in recent years has also been characterised by the instability of the global economy and in the Euro Zone.
The volatility and imminent risks this involves require managers to develop ever more creative and future-orientated solution strategies.
A further pressing factor is that all social systems are experiencing a new dynamism, which can be traced back to information technologies. The accelerated pace in the area of communications that this brings means management personnel must act with greater flexibility and reaction speed.
The greater importance given to the demands of the capital market means increases in profit on the micro-economic level are expected in ever shorter time frames. Management teams with a multinational orientation and heterogeneous structures mean greater management skills are required from top managers.
Expectations for transparency in a business’s actions have also grown considerably. Increasingly professional supervisory boards have a powerful control over managers. Reporting standards for businesses have increased drastically and will continue to do so in the future. First-rate public relations is now a decisive factor for success.
In terms of average length of management positions in businesses, we are approaching the conditions in English-speaking countries. The “life expectancy” of a CEO in Germany has now been shortened to three years. Faced with a weakening link between companies and their leaders, top managers must show greater mobility and ability to adapt. In today’s world, managers are challenged with executing decision processes while factoring in the concerns of a globally active company, country-specific policies and the social context with its often regional orientation. Frequently, the result is a low public acceptance of the corporate activity.
For managers, this means having to withstand pressure from the public.