{
  "id": 8889925,
  "title": "Transformation: Entschlossenheit statt Zögern – was Führungskräfte im Umbruch brauchen",
  "url": "https://urgent.news/2026/09/21/transformation-entschlossenheit-statt-zogern-was-fuhrungskrafte-im",
  "topic": "business",
  "section": "Business",
  "published": "2026-09-21T09:25:51.000Z",
  "source": {
    "name": "Handelsblatt",
    "slug": "handelsblatt",
    "url": "https://www.handelsblatt.com/unternehmen/management/transformation-entschlossenheit-statt-zoegern-was-fuehrungskraefte-im-umbruch-brauchen/100252655.html"
  },
  "original_language": "de",
  "account": "Transformation is not merely a PowerPoint slide. It is a reality felt within German companies, as exemplified by the Deutsche Post rebranding to DHL Group after 155 years. This transition is occurring across the board, from the second-largest automotive supplier in Germany, ZF Friedrichshafen, undergoing its most extensive renovation since history, reducing up to 14,000 positions by 2028, to the numerous startups aware that without the next funding round, their business ceases to exist. The focus of a podium discussion at the \"PULSE Women Economic Summit 2026\" of the Handelsblatt Media Group was how to navigate these changes amidst geopolitical tensions and technological advancements. The discussion revolved around what German companies need to find renewed strength: determination and speed. Katrin Suder, Chair of the Supervisory Board of DHL Group, noted that decision-making has become more challenging due to numerous uncertainties. However, stagnation is not a solution. \"In German companies, we do not have problems with spoiled wine. If we leave things undone, they will not improve either.\" Suder discussed these matters with ZF Personnel Chair Lea Corzilius and Inga vom Holtz, responsible for startups and investments at Europe's largest founder center, UnternehmerTUM. For ZF Chair Corzilius, every decision must be measured by economics. \"It is the basis of everything. If I cannot show an economic perspective, everything else is useless,\" she stated. ZF recently had to write off two billion euros in electric mobility and is in debt of more than ten billion euros. High interest rates and a decline in China's business for German car manufacturers further burden the supplier. Thus, Corzilius emphasizes showing perspectives. \"The companies are our heart,\" she said. ZF is on the verge of a \"Carve-out,\" the separation of corporate parts. Now, the company has saved 500 million euros in costs, ensuring that ZF can continue developing and producing electric motors and power electronics in Germany. Corzilius, as a major icon of German industrial history, is willing to challenge long-standing privileges for this goal. The ZF Group Board had initially planned to eliminate the tariff surcharge at the headquarters in Friedrichshafen without reservations, which led to significant protest among employees. The management has now reached a compromise: the surcharge will be paid performance-based, rather than flatly. Suder believes that in such decision-making phases, the supervisory board can and should support the management. \"It is important to give the management backing for decisions, but this must be preceded by transparency and open discussion.\" A longer-term perspective is also necessary, even for a listed company. The supervisory board should not rely solely on quarterly figures. Suder also stressed the need for a well-functioning supervisory board: \"I try to create an atmosphere at DHL Group in which questions and comments are openly voiced.\" Only then can all stakeholders effectively contribute with various perspectives. According to Inga vom Holtz, when decisions fail, large companies can learn from startups and their founders. \"What startups succeed in doing, we can also transfer to companies. Firstly, the product must be sold well. Secondly, there must be absolute customer focus. Thirdly, I must act quickly if I notice something is going in the wrong direction.\" Even established companies can create \"green pastures\" where employees can freely experiment with ideas. For this to happen, there must be a culture of forgiving mistakes, allowing such trials.",
  "summary": "Während die Politik mit ihrem Reformkurs hadert, diskutieren Managerinnen, wie Transformation gelingt. Der Schlüssel: Tempo, Wirtschaftlichkeit und Kompromisse, die wirklich tragen.",
  "key_points": [
    "German companies undergoing transformation, exemplified by DHL Group's rebranding to DHL Group",
    "ZF Friedrichshafen reducing up to 14,000 positions by 2028 due to extensive renovation"
  ],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}