Business Intelligence Forum – Leadership
2022 and Agenda 2030

Organized by the Business Intelligence Club, a Business Intelligence Forum was held at the Hyatt Hotel on the topic “Leadership in 2022 in a complex business environment and trend forecast for 2030”. The moderator of the panel was Liliana Lapadatoni, CEO, Marsh Adria, while the exclusive guest lecturer was Dr. Joachim Krotz, partner at the global consular house Oliver Wyman, managing director at MarshMcLennan for Germany, as well as a speaker at the World Economic Forum.

 

Joachim Krotz is a member of the supervisory board at Marsh Germany and has 30 years of consulting experience and 5 years of experience as CFO of the German group SKV Trostberg AG. Joachim mainly focuses on holistic programs for corporate development and strategy definition, including M&A, corporate performance (operational excellence) and restructuring. His previous consulting positions were at McKinsey (8 years), Droege & Comp. (12 years), Roland Berger (4 years). He holds a BA in Economics and a PhD from the University of St. Gallen.

 

In the introductory part of his presentation, Joachim emphasized that at the global level, purpose is becoming more and more a motive for the work of employees. Also, experience shows that current business practices are no longer sufficient to successfully face the future of companies. Processes become more complex because there are many new topics on the company’s desks. An indispensable part of the agenda is ESG (Environmental, social, and governance), and the key words are transformation, CEO 2, psychological safety, cultural intelligence, but also the impact of the company’s work on the business environment.

One analysis for the World Economic Forum on trends and forecasts for 2030 indicates:

  • China will be the new leader in the global economy, which will condition a new economic and political paradigm. A useful analysis on this topic from 2021 in the Business Intelligence Review can be found HERE;
  • Around 2040, there should no longer be a need for oil as a source of energy. Globally, a large amount of money will be invested in this transformation;
  • Until 2030, we will live in automated processes and a “date-driven” economy. This will affect the transformation of the supply chain, as machines will “communicate” with machines;
  • It is estimated that 70% of the local market share will be from local brands. It is expected that there will be a “restart” of the culture of local industries, not only in the food industry, but also in other industries;
  • It is estimated that around 2025 and 2026 there will be the largest number of people in the world, and from 2030 the birth rate is expected to decrease. These demographic forecasts will cause numerous changes, and are a particularly important topic for the pension and health systems;

Top topics for “C-level” leaders are green transformation, digitalization, clearly defining the purpose (young staff are not willing to do everything they are told, they are looking for a reason why they are doing something and this requires additional company capacities), such as “storydoing” instead of ” storytelling”.

 

Jaochim believes that for “C-level” leaders the most important priorities in 2022 should be:

  • Authenticity. Previously, the leadership position was reflected in acting according to clearly defined, concrete roles, and today the important value is the authenticity of the leader;
  • Presence through even more open and transparent communication, without barriers towards employees;
  • MBWA (“Management by wandering around”), i.e. the occasional physical (unplanned) presence of leaders in all sectors at the workplace in order to better understand employees;

     

    It was found that traditional companies are losing the battle with startups for young talent, because the global trend is that young people want to work more and more in startups and technology companies. Technological companies that are very attractive for employers are the so-called GAFAM companies (Google, Amazon, Facebook, Apple Microsoft) or BIG 5.

     

    Also, in developed countries, traditional companies tend to be “inspired” by startups, innovative companies, which are not necessarily startups, but are small flexible companies.

     

    It was also recognized that it is unproductive for large companies to invest in startups in order to later integrate them into traditional business systems, because personnel profiles in startups cannot be integrated into “conservative” systems (due to a completely different culture). For example, starting with working hours, for example, because representatives of the startup community often like to work at night.