The megatrends of our time are called loud Heap Complexity, Globalization and Demographics. Never has the market demanded innovations, solutions and methods so quickly, never has the need for skilled workers been higher and never has work been carried out so closely across borders and time limits. This presents managers with new challenges. Furthermore, the magazine sees the backgrounds of these trends as diverse. On the one hand, the digital transformation ensures a high speed and complexity and makes events hardly predictable. On the other hand, the war for talents ensures high fluctuation in companies and great difficulty in getting skilled workers into the company. But what does digital transformation change in the context of management?

Success factors of the future – digital management

Networking, openness, agility and participation are loud another article by Haufe the success factors for digital management. The complexity of digital transformation requires information to be disclosed and information to be distributed. Internal knowledge carriers in the company must also be networked and experiences must be used collectively. The key to this is trust.

VOPA digitales Management
VOPA model as an approach for digital management (own representation based on the idea of Management by Internet – Buhse )

Giving up control and maintaining leadership

The concept: giving up control and staying in the lead. In summary, the article says: “Only with a culture characterized by trust, openness, participation, networking and agility and the appropriate management style can the leap into the digital age be successful.” The article recommends the following elements for implementation:

  • Open communication
  • Open access to information – sharing knowledge
  • Intensive, cross-departmental collaboration
  • Free space for self-directed work
  • Definition of goals and sub-goals
  • Instead of controlling the work – controlling the achievement of goals
  • Promotion of personal responsibility

The pyramid is upside down

in the Article on HR Trends 2016 from Haufe Digital management in organizations is defined as follows: “For executives, leading in an agile organization means in concrete terms: the pyramid is upside down, hierarchical leadership thanks to power is replaced by serving leadership thanks to role models Defining motivation bonuses, fixed processes and professional authority are now faced with the challenge of having to rethink leadership. ” To implement this agile leadership, the magazine has identified 2 types of leadership.
Example 1: Principles of good leadership according to a Google study ( Source: Haufe ):

  • Be a good coach.
  • Empower your team and then don’t worry about every little thing.
  • Show an interest in the success and wellbeing of your people.
  • Be productive and focus on results.
  • Be a good communicator and listen to your team.
  • Support your employees in their career development.
  • Show a clear vision and understandable strategy.
  • Have the necessary professional skills to advise your team.

Example 2: Leadership principles according to the model of transformational leadership ( Source: Haufe ):

  • Be a role model
  • Challenge others (inspiration)
  • Encourage others to perform (stimulation).
  • Act entrepreneurially (innovation)
  • Develop competencies (enabling)
  • Communicate fairly (consideration).


The digital transformation presents managers with new challenges and changes modern management. According to experts, the pyramid is upside down and the credo is: “Give up control and keep leadership”. The culture in digital companies should change to: trust, openness, participation, networking and agility. Article 2 has given examples of such a culture. What is currently missing is how these values and principles can be precisely established in the culture of companies. So this is where I will start with further research.
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I blog about the influence of digitalization on our working world. For this purpose, I provide content from science in a practical way and show helpful tips from my everyday professional life. I am an executive in an SME and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the Chair of IT Management.

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