Digitization can no longer be stopped, that much is certain. At the same time, the demands on managers are rising, whose particular challenge is to create new spaces and agile structures for employees in established organizational structures. In the digital age, the importance of correct and good leadership has increased significantly again. In many professional areas, the digitalization of society is now creating a model in which professional and leisure life increasingly merge. In organizations, digital and human agents are increasingly being used to share means of communication, control and coordination and to establish flat organizational structures.
Meanwhile, there are numerous new occupational groups: Digital strategists, chief digital officers, digital engagement managers, digital finance managers, digital marketing managers and digital supply chain managers. When companies are confronted with changing requirements due to digitalization and value changes, managers are challenged to review and realign their leadership actions.
In his publications, the author Dr. Wolfgang Saaman has supplemented the traditional view of corporate culture with the concept of performance culture. Performance and culture cannot be viewed independently of each other. Openness means active, transparent and hierarchically independent provision of information, agility, quick and unconventional reaction to new and unforeseen events and participation, finally initiative, voluntary participation with predominantly self-organized assumption of responsibility.