Every executive board would like to have the best in their field. Unfortunately, this undertaking has been failing extensively and categorically for years. Every year billions are spent on executive and personnel development, talent management, training and qualification, with modest results. No man-agers can move mountains like this, not to mention the range of challenges which are mounting up in this time of exogenous shocks, threatened global supply networks and dwindling raw material sources. The ‘input’ principle is to blame: Too much emphasis is placed on what is put in. The ‘best in class’ pay attention to what comes out. They work according to the principle of ‘return’: Training should no longer just make it possible for managers and employees to move mountains. The mountains need to be moved in the training itself. This is self-financing and profit-generating because it creates ‘return projects’ which are designed to increase turnover, reduce costs and/or improve efficiency. That’s how mountains are moved! With this new understanding of management development and the unleashed power of developing personalities. In short, with future competence. The author spotlights twelve megatrends from business and society that managers across all industries will need to master with future competence in the next few years. They lead in to Change Management 2.0: Transformation instead of just change.

Ready for the future – with networked supply chain management. The effects of globalisation are nowhere more apparent than in the worldwide networking of individual companies, industries and entire geographic areas. Indeed, global value networks are the new paradigm of modern economics. As a result, none of the issues which are critical to our economic future can be addressed without the involvement of supply chains and sufficient consideration of their impact. This book gives an insight into the megatrends which are shaping our economy today and which will continue to do so in the future. A unique perspective on this issue is ensured by the combination of experienced authors: supply chain experts and KPMG partners Sven Marlinghaus and Christian Rast alongside the future researchers at TrendONE. The authors also give specific recommendations on how companies and public organisations could adapt their supply chains to these megatrends.

In Zeiten von zunehmender Dynamisierung der Märkte und steigendem Wettbewerbsdruck wird die Frage nach dem wirtschaftlichen Beitrag der Human-Resources-Bereiche auf die Unternehmensentwicklung immer stärker. Hans-Joachim Lindau hat mit der Performance-Improvement-Disziplin ein US-amerikanisches Konzept in Deutschland eingeführt, das Planung, Steuerung und Umsetzung der Personalentwicklungsprozesse an den strategischen Zielen einer Organisation ergebnisorientiert ausrichtet. Mit der Etablierung dieses Konzeptes werden strategische, strukturelle und personalwirtschaftliche Maßnahmen so mit den Geschäft saktivitäten verknüpft , dass sie zu den erwünschten unternehmerischen Zielen führen.