Press clipping2017-05-19T07:39:45+00:00

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Sämtliche Auszüge aus den aufgeführten Artikeln unterliegen den jeweiligen urheberrechtlichen Bestimmungen ihrer Herausgeber. All excerpts of articles as shown below are under copyright law of its publisher.

December 2018

Why It’s So Hard to Sell New Products

TOM STEENBURGH: Yeah, you’d expect that figuring out how to sell the product would be – you would start figuring out what that new sales process would be in the design process itself. Most companies don’t do that, although I would say that if you think of the role of a strategic account manager who sometimes plays a role in the design process and certainly plays a role in the sales process, getting them involved early is a key to making that happen.

Thomas Steenburgh, a marketing professor at the University of Virginia Darden School of Business, was inspired by his early career at Xerox to discover why firms with stellar sales and R&D departments still struggle to sell new innovations. The answer, he finds, is that too many companies expect shiny new products to sell themselves. Steenburgh explains how crafting new sales processes, incentives, and training can overcome the obstacles inherent in selling new products. He’s the coauthor, along with Michael Ahearne of the University of Houston’s Sales Excellence Institute, of the HBR article “How to Sell New Products.”

Why It’s So Hard to Sell New Products …

Den Originalartikel finden Sie hier: Why It’s So Hard to Sell New Products


May 2018

Why Germany Still Has So Many Middle-Class Manufacturing Jobs

Only about 1.1% of the world population is German. However, 48% of the mid-sized world market leaders come from Germany. These firms, which I call “Hidden Champions,” are part of what makes German economic growth more inclusive: by my calculations, they have created 1.5 million new jobs; have grown by 10% per year on average; and register five times as many patents per employee as large corporations. And they are resilient: my estimate is that in the last 25 years no more than 10% of them disappeared or were taken over, a distinctly lower percentage than for large corporations. Nearly all of them survived the great recession of 2008-2009.

Den Originalartikel finden Sie hier: Why Germany Still Has So Many Middle-Class Manufacturing Jobs

April 2018

Is Germany’s payment landscape changing? | European Payments Council

There is a common understanding that direct debit is a simple and secure payment instrument where the consumer has the advantage of not having to be responsible for initiating a payment at the right point in time. Since the introduction of the German legacy, the Direct Debit scheme for consumers in the early 1960s, customers have been well informed about their extensive rights to refunds. This was a major feature that promoted consumer trust in direct debits. In addition, creditor banks constantly monitor the R-transaction risk and related credit risk to ensure that the Direct Debit scheme performs optimally…

Den Originalartikel finden Sie hier: Is Germany’s payment landscape changing? | European Payments Council


April 2017

Why You Should Have (at Least) Two Careers

It’s not uncommon to meet a lawyer who’d like to work in renewable energy, or an app developer who’d like to write a novel, or an editor who fantasizes about becoming a landscape designer. Maybe you also dream about switching to a career that’s drastically different from your current job. But in my experience, it’s rare for such people to actually make the leap. The costs of switching seem too high, and the possibility of success seems too remote.

Den Originalartikel finden Sie hier: Why You Should Have (at Least) Two Careers

June 2016

Visualizations That Really Work

Not long ago, the ability to create smart data visualizations, or dataviz, was a nice-to-have skill. For the most part, it benefited design- and data-minded managers who made a deliberate decision to invest in acquiring it. That’s changed. Now visual communication is a must-have skill for all managers, because more and more often, it’s the only way to make sense of the work they do.

Den Originalartikel finden Sie hier: Visualizations That Really Work

May 2016

So entwickeln Sie ein Vergütungsmodell – Harvard Business Manager

Vergütungsmodelle im Vertrieb müssen die Strategie des Unternehmens unterstützen, eine breite Palette unterschiedlich leistungsstarker Mitarbeiter motivieren, fair und einfach sein und zu einer Bezahlung führen, die sich das Unternehmen leisten kann. Wir haben in unserer aktuellen Ausgabe Beiträge versammelt, die zeigen, wie diese Anforderungen erfüllt werden. Darunter die folgenden fünf Schritte, basierend auf dem Werk “The Power of Sales Analytics” der Vertriebsprofis Andris A. Zoltners, Prabhakant Sinha und Sally E. Lorimer. Mit Hilfe dieses Schemas können Vertriebsmanager ein Vergütungsmodell entwerfen, das die genannten Voraussetzungen erfüllt.


January 2016

A 10-Year Study Reveals What Great Executives Know and Do

Despite the huge impact executives can have on their organizations, failure rates remain high. Prescriptions for what to do continue to fall short. So we wondered: If we closely studied the executives who succeed in top jobs once appointed, could we identify distinguishing features that set them apart and defined their success?

They know the whole business

Exceptional executives have deep knowledge of how the pieces of the organization fit together to create value and deliver results. Many leaders arrive into the C-suite having grown up in functions like Marketing or Finance and lean too heavily on instincts and cognitive biases shaped by their ascent within those disciplines. Leaders who ran one business of a multi-business enterprise often favor that business within the larger portfolio. Exceptional executives defy such predispositions in order to integrate the entire organization into a well synchronized machine. Executives develop breadth by broadening their exposure to the full organization and taking assignments across disciplines.

October 2015

Disappointment Makes You More Trusting: An Interview with Luis Martinez

The research: Luis F. Martinez of the Nova School of Business and Economics and his research partner, Marcel Zeelenberg of Tilburg University, asked people to play a classic economic game in which two partners transfer money back and forth. The amount exchanged indicates their level of trust. Before playing, some subjects were primed to feel regret; others were primed to feel disappointment. A third group wasn’t primed and served as a control. Across three experiments, regretful subjects transferred less money and therefore showed less trust than the other groups. Disappointed subjects sent the largest sums, displaying significantly more trust.

The challenge: Does being let down really cause you to have a more positive attitude toward others? Is disappointment the key to collaboration?

Professor Martinez, defend your research.

August 2015

June 2015

Zukunft der Unternehmensberatung: Ende eines Mythos – brand eins wissen

Seit Jahrzehnten haben Unternehmensberatungen am Strukturwandel nur verdient.

GREEN Minds Venture ist angetreten, um anders zu machen. Lesen Sie in der aktuellen Ausgabe von “brand eins”, was uns dazu motiviert und warum das Sinn für Sie und uns macht.

Yes to the Mess: Surprising Leadership Lessons from Jazz, by Frank J. Barrett | Blogging for a Good Book

Yes to the Mess: Surprising Leadership Lessons from Jazz, by Frank J. Barrett

Yes to the Mess introduced an entirely new model among leadership and business titles, and Frank J. Barrett, a jazz musician himself, brilliantly succeeds at utilizing real-life examples to illustrate that the risk-taking and improvisational mentality practiced by jazz musicians is akin to what successful business leaders do. One example is the accidental invention story of Play-Doh (and its patent), resulting from letting Cincinnati school kids fool around with a sticky wallpaper cleaner and finding it the perfect modeling clay for youngsters. Practicing the art of jazz improvisation through risk-taking in today’s unclear, complex, evolving universe can reap innovative benefits that more linear thinking and traditional top-down leadership can hinder.Yes to the Mess: Surprising Leadership Lessons from Jazz, by Frank J. Barrett

7 Business Leaders Share How They Solved The Biggest Moral Dilemmas Of Their Careers | Fast Company | Business + Innovation


May 2015

If You Want People to Listen, Stop Talking – HBR

It is easy to fall into the habit of persuasion by argument. But arguing does not change minds — if anything, it makes people more intransigent. Silence is a greatly underestimated source of power. In silence, we can hear not only what is being said but also what is not being said. In silence, it can be easier to reach the truth.

The Most Overlooked Way of Stimulating Team Creativity – HBR

Fostering a workplace environment that’s conducive to creativity is a top priority for many companies—and it’s no surprise why. The companies dubbed most creative actually outperform their counterparts in revenue growth and market share, and they’re 50% more likely to be market leaders…. As I learned the hard way, calibrating an office for just the right amount of discomfort requires vigilance. Here are the five steps I use to get better at fostering creative discomfort on my team:

Serie: Digital Naiv: Das Ende von Social Business… wie wir es kennen – IBM Business Agenda – Advertorials – Handelsblatt

IBM Marketing-Experte Stefan Pfeiffer über das Ende eines Kunstbegriffs, und den Einsatz sozialer Technologien und Arbeitsweisen in der nicht aufzuhaltenden digitalen Transformation.

Studie: Woran es in Unternehmen hapert – Harvard Business Manager


Von Michael Leitl

In den vergangenen fünf Jahren haben die Wissenschaftler Donald Sull und Rebecca Homkes sowie der Berater Charles Sull rund 7600 Manager zum Thema Strategieumsetzung befragt. Die Antworten darauf ergeben ein erstaunlich einheitliches Bild. Die folgenden Ausschnitte aus der Studie zeigen vier der wichtigsten Erkenntnisse.

April 2015

We’re All Terrible at Understanding Each Other – HBR

The uncomfortable truth is that most of us don’t come across the way we intend. We can’t see ourselves truly objectively, and neither can anyone else. Human beings have a strong tendency to distort other people’s feedback to fit their own views. We know this intellectually, and yet we rarely seem to recognize it as it’s happening.

Mit Kündigungen richtig umgehen – Harvard Business Manager

Unerwartete Kündigungen können im Unternehmen für erhebliches Durcheinander sorgen. So regeln Sie Übergabe und Nachfolge. Von Rebecca Knight

Den Originalartikel finden Sie hier:

Reiner Klingholz: Sklaven des Wachstums – die Geschichte einer Befreiung |

„Was im internationalen, wissenschaftlichen Diskurs um ökonomische und ökologische Veränderungsprozesse als „Nachhaltigkeit“ propagiert wird, benennt Klingholz als „Wirtschaftssystem des langfristigen Gleichgewichts“. Es könnte uns helfen, bei der Prognose vom „Ende des Wachstums“ nicht auf die Bäume zu flüchten oder sonst wie in Panik zu geraten.“

Den Originalartikel finden Sie hier:

8 Reasons Companies Don’t Capture More Value – HBR

In general, companies don’t devote enough time to thinking about value capture. Their efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. Why is it that? One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins.

Den Originalartikel finden Sie hier:

Calculating the Market Value of Leadership – HBR

To gain more insights into a specific firm, investors have shown more interest in intangibles like strategy, brand, , systems integration, collaboration, and so on. Investors have also worked to track and measure these intangibles, even if more subjective. We believe that a next step for investors is to analyze the predictors and drivers of these intangible factors, which means focusing on leadership.

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Nearly half of US jobs could be at risk of computerisation within 20 years

A study by the Oxford Martin School shows that nearly half of US jobs could be at risk of computerisation within 20 years. Transport, logistics and office roles are most likely to come under threat.

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Peter Kruse im Interview: Kätzchen, Klamauk und Katastrophen – brand eins wissen

Die Zukunft liegt im Digitalen? Kann sein. Aber nicht für Marken.

Ein Gespräch mit dem Organisationspsychologen Professor Peter Kruse.

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Selbstmanagement: Was ist Authentizität? – Harvard Business Manager

Alle Welt will möglichst authentisch sein, doch ist vollkommene Offenheit tatsächlich der Schlüssel zu mehr Erfolg? Insead-Professorin Herminia Ibarra über falsche Ideale.

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March 2015

Price Complexity and Buyer Confusion in Markets by Kenan Kalayci – SSRN


This paper reports an experiment that examines the effects of price complexity on market prices. In my experimental posted-offer markets, each seller offers an identical good to buyers with homogeneous preferences. First, sellers simultaneously decide on the price and the tariff structure of their good, then buyers make their choices among the goods. Each seller can choose to have a one, two or three-part tariff. The tariff structure affects neither the value nor the price of the good. However, having a higher number of tariffs makes it harder for buyers to calculate the price of the good. Main results show that high priced sellers choose high complexity more often than low priced sellers in case buyers are simulated in accordance with the bounded rationality model of Carlin (2009). However, the evidence for this effect is weaker in case the buyers are human subjects. Importantly, prices are higher when the sellers can confuse buyers using price complexity than when the sellers interact with perfectly rational robot buyers.

Den Originalartikel finden Sie hier:

Mitsprache heißt Mitverantwortung. Innovationskraft durch Demokratisierung und Partizipation | Dr. Alexandra Hildebrandt

Mit der zunehmenden Digitalisierung und Individualisierung der Gesellschaft werden auch Prozesse immer komplexer. Kundenbedürfnisse wandeln sich, und technologische Lösungen gewinnen immer mehr an Bedeutung. Das ist mit erheblichen Herausforderungen für das Personalwesen verbunden: Äußerlichkeiten und Statussymbole verschwinden, Hierarchien werden flacher, die Rolle von Arbeit, Management und Führung wird neu hinterfragt.

Den Originalartikel finden Sie hier:

Versorgungsicherheit beim Strom: Die Energiewende ist Sofi-sicher

FREIBURG taz | Die Sonnenfinsternis am Freitag hat gezeigt, dass das Stromnetz trotz Energiewende stabil ist: Die Solarstromerzeugung fiel und stieg wegen dieses Naturschauspiels dreimal so schnell, wie man es von normalen Tagen kennt. Dennoch gelang es den Netzbetreibern, das Energiesystem stabil zu halten.

Den Originalartikel finden Sie hier:

Blackout durch Sonnenfinsternis? Tennet-Liveticker von mmo

Härtetest bestanden: Die heutige partielle Sonnenfinsternis hat das Stromnetz vor bisher ungekannte Herausforderungen gestellt. Denn inzwischen speisen in Deutschland 1,4 Millionen Solaranlagen Strom ein – bei voller Sonne so viel wie bis zu 39 Atomkraftwerke.

Den Originalartikel finden Sie hier:

Freier Wille: Ohne Zufall gibt es keine Freiheit

Ist der freie Wille nur eine Illusion? Unser Handeln gar vorbestimmt? Der Quantenphysiker Hans Briegel vom österreichischen Institut für Quantenoptik und Quanteninformation (IQOQI) und der Universität Innsbruck entwickelte ein theoretisches Modell, das unser Verständnis der Naturgesetze mit der Idee von Freiheit versöhnt. erzählt er, wie das funktioniert.


Gerhard Samulat

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Artificial Intelligence Is Almost Ready for Business

Artificial Intelligence (AI) is an idea that has oscillated through many hype cycles over many years, as scientists and sci-fi visionaries have declared the imminent arrival of thinking machines. But it seems we’re now at an actual tipping point. AI, expert systems, and business intelligence have been with us for decades, but this time the reality almost matches the rhetoric, driven by the exponential growth in technology capabilities (e.g., Moore’s Law), smarter analytics engines, and the surge in data.

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Von einem Mentor erhoffen sich viele Führungskräfte Erfolg bei der Karriere. Doch das Resultat kann ernüchternd sein. Eine zu große Erfahrung des Mentors kann mehr schaden als nützen.

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82 Prozent der Unternehmen befürchten signifikanten Kundenrückgang

Studie: Für 40 Prozent der deutschen Unternehmen ist mangelnde Innovationsfähigkeit und Zurückbleiben hinter technischem Fortschritt die größte Bedrohung der nächsten fünf Jahre.

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The 3 Things CEOs Worry About the Most

CEOs have a lot to worry about, but what are their greatest concerns? What keeps them awake at night? We interviewed 24 CEOs and asked them to name the biggest challenges facing their organizations.

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Nicht fragen. Machen. – brand eins online

Bei Spotify gibt es eine Hierarchie. Aber nur auf dem Papier. Wer was entscheidet, weiß keiner so genau.

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February 2015

Get the Boss to Buy In – HBR

An engineering manager at an energy company—we’ll call him John Healy—wanted to sell his boss on a safer and cheaper gas-scrubbing technology. This might have been an easy task if his boss, the general manager, hadn’t selected the existing system just a year before. Instead it was, in Healy’s words, “a delicate process.”

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January 2015

Warum gehen großen Unternehmen die Ideen aus? – brand eins online

Konzerne haben viel Geld, Erfahrung und Tausende Mitarbeiter. Die besten Einfälle aber haben meist andere.

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The Downside of Discounts – HBR

It’s a vicious circle familiar to most companies engaged in B2B sales: A customer threatens to move to a competitor unless it gets a discount. So the seller cuts the price, hoping to hold firm the next time—but the precedent makes that even harder to do.

Den Originalartikel finden Sie hier:

December 2014

Let’s welcome the new year and give a happy adieu to the old



 Wir wünschen Ihnen allen ein gutes und erfolgreiches neues Jahr 2015.

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