Aufstiegschancen: „Excel statt Exzellenz“: Drei Faktoren entscheiden, wer es in deutschen Firmen nach ganz oben schafft
Viele Unternehmen befördern stets die gleichen Menschentypen und lassen die Belegschaft frustriert zurück. Experten erklären die entscheidenden Mechanismen – und was sich ändern muss.
Three factors determine who rises to the top in German companies: career progression, management versus leadership, and a preference for internal hires over external talent. Career advancement, often through internal promotions, is common in both large corporations and medium-sized businesses. This "Kaminkarriere" – climbing the corporate ladder step by step – is prevalent among DAX-40 CEOs, with nearly two-thirds of them promoted internally.
However, this model has drawbacks, as those who rise internally may lack exposure to diverse organizational structures and leadership styles. Management, rather than leadership, often characterizes these promotions, with a focus on process control and budget management rather than innovation and inspiration. The third factor is the tendency to promote from within, with external candidates receiving fewer opportunities.
This preference for internal hires can limit diversity and fresh perspectives, potentially hindering a company's ability to adapt to disruptive technologies, global crises, and increasing innovation demands. To improve, companies should reconsider career paths and talent development, giving more weight to external candidates and encouraging movement between corporations and the mid-sized business sector.
Written by urgent.news from Handelsblatt's reporting — not their text. Machine-written — it may contain errors, so check the original before relying on it.
