Christoph Seyfarth

For many executives, being let go sends a shock wave through everything. Tomorrow at 8 there’s the weekly meeting, as always. Only without you. It’s a long night. The fear of becoming unemployed, or staying unemployed, kicks in. Most of us are wired as doers, so the obvious reflex is to contact as many potential

Imagine LinkedIn had existed in 1979. And someone had posted: GRUNDIG will go bust before long, its competitive advantage will soon be zero. How would you have reacted? I recently read up on the company’s history again. It’s incredible, and it genuinely shook me. In 1979 I would have said: nonsense. A show-off. The CFO

“I use ChatGPT every day” is no longer enough in C-level interviews. Four concrete test cases that separate real AI competence from surface knowledge.

Mechanical engineering, machine tools, cars: demand is falling. Three reasons why Germany’s business model is losing strength, and three growth areas.

A vacant leadership position costs €15,000 to €30,000 on average. The ten biggest time wasters in hiring processes, most of them self-inflicted.

An uncomfortable thought, isn’t it?It provokes instant resistance. Here’s what’s true: business administration is losing value in classic functions: controlling, reporting, standard analysis, market research, financial modelling. A controller or logistics specialist who crunches data in Excel or SAP? Gone in five years. Maybe three. But that’s where the simple story ends. What will NOT

Costs, competition, geopolitics: how the dynamics in supervisory and advisory board meetings are changing, and why succession planning is the real test.

We interview people all the time. It’s our daily business. But I never ask “What are your weaknesses?” Why not? Not because weaknesses don’t matter. But because the question rarely gets an honest answer. What I also dislike when clients ask it: it isn’t a real question, it’s a display of power. The interviewer judges,

Impressive CVs, and in conversation it becomes clear who can really lead. Seven red flags from interviews with CEOs, CFOs and operating partners.

As pubs disappear, so do places for conversations without a purpose. Why management also needs low pressure communication, which digital work pushes aside.