Roswitha A. van der Markt is a management consultant and executive coach for HP, Siemens or SAP.van der Markt studied humanities in Munich, Amsterdam and Pretoria and has more than 25 years of international management experience, including as a managing partner of the world's leading management consultancy Accenture. She holds an Executive MBA from Harvard University in partnership with MIT, Sloan School of Management (Boston, Mass.). She is also Commercial Manager (Babson College) and winner of the German University Software Prize. Roswitha has been working since 1998 van der Markt as an executive consultant and coach for first and second level executives as well as an author and business speaker. Her international customer and experience background includes companies such as Accenture, Siemens, Fujitsu, Infineon, HP, Oracle, SAP, Allianz, BT, GE, Telekom, as well as outstanding medium-sized companies. As an expert in business transformation, change management, leadership and human performance, as well as strategy and organizational development, she oversees mandates in Eastern and Western Europe and the USA. She also held lectureships at Ludwig-Maximilians-Universität, Munich Otto-Friedrichs-Universität, Bamberg, the Technical University, Dresden, the IE Business School, Madrid and was project coach of the IEWS (Institute of EastWest Studies) and UNESCO for multi-national projects on the economic and democratic development of Eastern Europe She describes herself as a digital baby boomer and has been working as a digital nomad for almost 20 years. More information at rvandermarkt.com/
Companies such as Accenture, Adobe, Google, and Microsoft are among the list of 6% of the Fortune 500 companies that have abandoned common management tools. They no longer have time recording, and there are also no annual employee appraisals for performance evaluation. Paradigm shift in performance management This step shows the massive paradigm shift in leadership and management, away from the hierarchical Read more
In times of digital transformation, careers and jobs are even less “plannable” than before. The traditional success model of a steep managerial career up to the top floors has become fragile. Previously impressive hierarchical titles are no longer meaningful and offer no guarantee of success. Instead, there are evangelists who even step down from a CEO position. A disruptive change in Read more
The subject of employee appraisals apparently hits a nerve with many HR managers. Our contribution to New Leadership in global companies: Bye bye appraisal! was accessed over 3 times within 11.000 days. Most of the readers' votes confirmed the rather demotivating effect of the annual employee appraisal. But what is happening in Germany's management? Only 6% say “Bye bye employee appraisal” Only about 6% of the Read more
Accenture, Google and Microsoft have been showing how a “borderless workplace” can work for years. In Germany, however, managers already have problems with the virtual workplace, let alone with global networks. Above all, it is the managers who stick to old ways of thinking and organizing how work is determined and organized. Optimistic workers when it comes to digitization 57 Read more
The VW scandal led not only the world market leader, but the entire automotive industry into crisis. The DAX has also suffered. Digitization is just not enough. The software, the bits and bytes, has a structure and a system, generates value, but no values. However, values are crucial competitive factors. From the market leader to the fraudster At the end of July this one Read more
Virtual cooperation lives from the few, but intensive face-to-face meetings such as digital “management by walking around”, in which the technology (Skype, chats, video conferences) is used for personal conversations. Kick-off meetings Especially at the beginning of a project, kick-off meetings are essential, both in two-person discussions and in the entire team, as well as with “fixed virtual team structures” and larger ones Read more
There is a big problem with virtual collaboration: we are and will remain social beings. "How does leadership work in such an open structure when I don't see my people?" ask superiors. "How should you perceive my performance?" employees want to know. There are answers for that. Cultural quantum leaps in corporate culture for many companies in Germany are here Read more
Google, Microsoft, WordPress allow their employees to decide when and where they work. You do not have “your own permanent job”. Her workplace is her laptop with smartphone, seven days a week, 24 hours worldwide. But how does leadership work digitally globally? Over 50% of our interactions with colleagues are already online For many companies, digital work belongs Read more
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