ingeniam – Executive Search & Human Capital Consulting

14. April 2026

Why language skills and cultural fluency still matter in executive search for Pharma, MedTech, and Life Sciences

DeepL. ChatGPT. Google Translate. Words can be translated instantly, emails polished in seconds, meetings subtitled in real time. What these tools do not automatically create is understanding.

In international business – and beyond – communication is never just about vocabulary. It is about tone, hierarchy, trust, and context. It is about knowing whether directness signals clarity or disrespect, whether silence means hesitation, disagreement, or reflection, and whether a casual lunch is simply polite conversation — or where the real decision begins to take shape. Translation tools can reproduce words. What they still cannot fully reproduce is cultural logic.

Why language skills still matter

Language skills matter in every global industry. In Pharma, MedTech, and Life Sciences, they matter even more. Leadership happens across markets, functions, and regulatory environments. Teams are multinational. Stakeholders are diverse. Decisions are shaped not only by expertise, but by credibility, alignment, and trust across borders. In this environment, language skills are not a cosmetic extra. They are part of how leadership works across borders.

Not because every executive needs flawless grammar in three languages. But because speaking a language often means understanding more than its words. Cultural fluency remains an advantage no translation tool can fully replace.

What this means for executive search

In executive search for Pharma, MedTech, and Life Sciences companies often fall into one of two traps. Either language skills disappear from the brief because “everyone speaks English anyway” or they are reduced to a checkbox: fluent German, business French, strong English.

But the relevant question is not simply whether candidates speak the language. It is whether they can operate within the cultural reality behind it. That is not a soft factor. It shapes leadership effectiveness, stakeholder trust, and a leader’s ability to gain traction in international roles.

AI will continue to make international exchange easier. That is useful. But in global business, the real differentiator is no longer the ability to translate words. It is the ability to understand what those words mean in context — culturally, strategically, and humanly.

How much weight do you give language skills in international leadership hiring?

Why language skills and cultural fluency still matter in executive search for Pharma, MedTech, and Life Sciences

DeepL. ChatGPT. Google Translate. Words can be translated instantly, emails polished in seconds, meetings subtitled in real time. What these tools do not automatically create is understanding.

Why language skills still matter

What this means for executive search

How much weight do you give language skills in international leadership hiring?

Why language skills and cultural fluency still matter in executive search for Pharma, MedTech, and Life Sciences

DeepL. ChatGPT. Google Translate. Words can be translated instantly, emails polished in seconds, meetings subtitled in real time. What these tools do not automatically create is understanding.

Why language skills still matter

What this means for executive search

How much weight do you give language skills in international leadership hiring?

Stephan B. Breitfeld | Industry in Motion

https://www.linkedin.com/pulse/what-ai-cannot-translate-stephan-b-breitfeld-kw07f

✉️ s.breitfeld@industryinmotion.de

🌐 industryinmotion.de

Visibility in the age of AI

March 17th, 2026

“I spy with my little eye…” Remember? Many of us played this game as children. The trick was simple: try, narrow it down, ask questions. If necessary, there was a hint. And eventually: hit.

Today, we play a similar game – no longer in a room, but in an endless feed. The selection is not limited, but practically infinite. And instead of little hints, there is more content. More formats. More “insights.” And now millions of texts that have not been experienced but generated.

SEO? GEO? SOS!

I recently read a German business magazine* which described the shift in practice: visibility is moving away from classic search and towards direct answers from AI systems. GEO (Generative Engine Optimization) is becoming increasingly important. It’s not just about being linked somewhere – the principle of SEO –, but about appearing in the answer.

And while many are still figuring out what GEO even means, agencies have already turned it into the next business model. New services, new metrics, new invoices.

What sounds like a technical debate is business reality. It means: „When systems provide the short version, orientation becomes scarce.“ You check less yourself – and have to decide more quickly who to believe. And yes: in markets such as pharmaceuticals/medtech, where trust and reputation are hard currency, this is particularly relevant.

The real issue is not visibility, but signal quality.

AI makes it easy to sound professional. And that is precisely the problem: when many things are well-formulated, but few are truly meaningful, it becomes difficult to identify what is relevant.

In everyday life, it’s rarely the most beautiful post that counts. What matters is whether someone classifies you as reliable at the right moment: as a voice, as a source, as a contact person. This classification increasingly happens „before the click“ – sometimes even without a click.

Back to the roots

„Quality beats quantity“ – this statement in one of the articles made me smile because it brings back a conviction that I have followed throughout my entire career.

It’s not “send more” that wins, but becoming clearer: fewer topics, cleanly thought out. A language that is recognizable. A perspective that has substance – even in the short version.

And another thing: likes are nice. But often they’re just politeness. What really counts are the silent signals: „saves“, forwards, genuine inquiries. Reach is not created by a single hit – but by „iteration“.

What I really want to know: How can you tell today that something has substance?

*Inspiration from a print magazine: brand eins,“Visibility in the age of AI” (GEO vs. SEO).

Stephan B. Breitfeld | Industry in Motion

https://www.linkedin.com/pulse/visibility-age-ai-stephan-b-breitfeld-pfkbf/

✉️ s.breitfeld@industryinmotion.de

🌐 industryinmotion.de

Why client acquisition is more difficult today – even though we have more tools than ever before

by Stephan Breitfeld

19. Februar 2026

In the early 1990s, client acquisition wasn’t easy, but it was straightforward. You went out, met people, got rejections. But you also enjoyed real conversations. People invested more time and listened to each other. Good ideas had a real chance, and quality was recognized.

Multichannel – or much ado about nothing?

Today, acquisition is a technical construct. LinkedIn, emails, social media, calls – all at the same time. In theory, you can reach more people than ever before. In practice, it’s often harder to reach them. People who actually want to talk receive emails, and those who prefer communicating in writing get phone calls. And on top of that, every AI tool tells everyone how easy acquisition is today – honestly?

The belief that the one perfect channel or algorithm exists somewhere is an illusion. There is no blueprint. What works for one person may fall flat with the next.

Successful acquisition breaks patterns – whether as a service provider or as a client. I’ve won mandates because I didn’t follow a standard formula: no pitch, just a real conversation about the challenge. And on the other side: clients who were willing to consider unconventional candidates – especially in pharma and medtech, where market knowledge and procedural understanding often count for more than a perfect CV. And, of course, the right chemistry.

Quality at a special rate?

The fundamental shift lies in who makes the final decision — and the criteria guiding that decision. On one side are stakeholders dealing with practical, real-world challenges; on the other are budget holders primarily driven by financial metrics. As a result, actual needs are often overlooked.

In executive search, this is evident when complex C-level positions are advertised on a performance-based basis. That cannot work. Quality requires time, competence, and responsibility. And yes, it has its price. But in the end it pays off.

Cherry picking or spray and pray

I have encountered two fundamentally different sales approaches. Cherry picking – targeted, prepared, respectful communication. And spray and pray – maximum reach in the hope that something will stick.

AI makes the latter extremely efficient today. But efficiency is no substitute for relationships. That is the focus of cherry picking. The goal is not to close the deal quickly, but to meet again – for the next mandate, in a different role, as a recommendation. This is crucial in recruiting: quality pays off in the long term.

What really counts

Acquisition is not a technique. It is an encounter. Anything else? Much ado about nothing. And you find plenty of it today.

How do you experience client acquisition today? I’m very curious about your perspective.

more (https://www.linkedin.com/pulse/why-client-acquisition-more-difficult-today-even-though-breitfeld-rtnzf/)

Good times. Bad times.

14. Januar 2026

by Stephan Breitfeld

Both can be equally dangerous.

Boards and investors often ask: “Are we doing well—or are we falling behind?”

The uncomfortable truth: companies rarely fail because they misread the answer.

They fail because they cling to a narrative that feels good—or one that justifies fear.

The comfort trap

“We’re well positioned” is one of the most expensive sentences a board can accept.

It usually means:

• yesterday’s advantages are mistaken for tomorrow’s relevance

• innovation is measured by effort, not impact

• early warning signals are reframed as noise

I’ve seen MedTech companies celebrated for their innovation leadership even as competitors developed „state-of-the-art“ products faster, produced them at lower cost, and achieved superior clinical outcomes.

By the time the board intervened, there was no credible pipeline left—and key commercial talent had already defected.

Markets don’t punish optimism.

They punish delay.

The fear trap

But permanent crisis mode destroys value just as reliably.

In some boardrooms, every discussion starts with risk mitigation and ends with inaction. Growth is labelled “speculative.” Investment becomes “exposure.” Leadership teams learn that defending the status quo is safer than moving.

This creates an illusion of discipline—while competitors quietly compound advantage.

Fear feels prudent.

In reality, it is often strategic avoidance.

The real challenge: holding tension

High-performing boards don’t choose between confidence and caution.

They insist on both—at the same time.

Wendy Smith and Marianne Lewis describe this as paradox theory: the ability to hold competing truths without neutralizing either — not resolving tension, but using it.

Translated into board-level behavior, this means:

• refusing reassuring narratives and catastrophic ones

• demanding evidence, not stories

• backing leaders who can act decisively without false certainty

The most valuable leaders today are not optimists or pessimists.

They are ambidextrous realists.

Not: “Everything will be fine.”

Not: “Everything is at risk.”

But:

“We understand what is at stake—and we are acting before the market forces our hand.”

A final, uncomfortable question

When you approve a leadership appointment, an investment thesis, or a transformation plan, ask yourself:

-Is our leadership culture built on clarity—or on comfort?

-Are we rewarding clarity—or comfort?

Because markets forgive many things.

But they rarely forgive boards that saw the tension—and chose not to hold it.

I’m curious to hear your perspective.

more (https://www.linkedin.com/pulse/good-times-bad-stephan-b-breitfeld-sx8oe/)

Goodbye 2025, Hello Reflection

by Stephan Breitfeld

Inspiration for Training Your Own Thinking

As another year comes to an end, many of us feel the urge to plan, improve, or reinvent ourselves. But what if this year, instead of creating another long list of New Years’s resolutions, we trained something far more powerful this time – our own way of thinking?

We live in an age that is obsessed with efficiency and quick transformation. There’s a course, hack, or life trick for almost everything. Yet true growth rarely happens at the click of a button. Real change begins when we choose to pause, reflect, and look inwards. Maybe the goal should not be endless optimisation, but better alignment with our values, our goals, and our own pace.

The Art of Honest Self-Assessment

Self-management isn’t about “selling” yourself. It’s about understanding yourself. It’s the quiet ability to stop, take stock, and ask yourself not what you want to achieve next, but what truly matters to you.

At 35, progress might mean moving upward; at 60, it might mean creating balance or making an impact. The point is the same: you can only make wise decisions if you understand your options and yourself. And the only way to achieve this clarity is to listen – really listen – to your own thoughts and needs.

Looking Towards the Future

Change may be faster than ever before, but reflection remains timeless. So, dare to look ahead. Ask yourself: What do I want my life to look like in a few years? What values will still guide me then? Do my current goals still align with what truly matters, or is it time to adjust direction? That’s the essence of self-management: asking the right questions again and again, not out of fear, but with openness, curiosity and courage.

Because success isn’t defined only by what we achieve. It’s also shaped by our attitude, our integrity, and the way we respond to life’s changes. True direction rarely comes from polished career plans or professional advice. It often unfolds in honest conversations with people who truly know us, and in those quiet moments when we pause long enough to truly listen to ourselves.

Self-Management Instead of Self-Optimisation

The Courage to Lead Yourself

If you truly want to lead yourself, you need a system of your own – a holistic one that unites body, mind, and soul instead of treating them as separate checkboxes. Because real self-leadership is about more than efficiency. It’s worth asking yourself: What are my moral goals? Do I live by them? Am I sincere in my values?

The most meaningful answers rarely come from books or podcasts. They come from life itself: from movement and stillness, from achievements and setbacks, from curiosity and openness. They emerge when you realize what strengthens you physically, what grounds you emotionally, and what sharpens your mind.

And most importantly, they arise when you find the courage to stop comparing yourself to others and walk your own path.

The Courage to Follow Your Own Path

The philosopher Theodor W. Adorno once said: “There is no right life in the wrong one.” This is a powerful reminder, especially when the year draws to a close. True success doesn’t start with constant self-optimisation. It begins with self-leadership –with the quiet, steady decision to trust your own compass rather than follow those who claim to already know the way.

What The Fake?

12.11.2025

by Stephan Breitfeld

I recently saw an interview with Warren Buffett. The billionaire commented on economic developments. Exciting. I shared the video. A friend who knows his way around the financial world replied: „That’s fake. Buffett doesn’t give such detailed interviews.“ He was right. Wow! This episode reveals a contemporary problem: fake news, which is not new. But the perfection with which it is produced today is new. Deepfakes, AI-generated content – the line between truth and fiction is blurring. Everyone needs to deal with it. Especially in business.

Fake News Spreads Quickly

An MIT study* shows that fake news spreads six times faster than verified information. Not because it is more credible – it’s the opposite: it has a greater emotional impact. So we tend to believe it. These days, the credibility of information depends less on its source than on whether it fits our world view or our beliefs. And this is precisely what people in positions of power systematically abuse: They use these cognitive patterns to set their narratives – whether in organisations, politics or markets. Those who are unaware of their own filters become easy prey.

How to Check the Credibility of News

I think it’s a good idea to reconsider whether an information is true or false. These questions may help:

Who says it – and why? Is it based on expertise or economic interest?

Is it also true in other contexts? A fact can be correct and still be misinterpreted.

How emotional is the message? The more emotional it is, the more it’s worth pausing to reconsider.

This seems banal – but at the same time, it is existential. Those who make decisions without questioning the quality of information are making emotion-based decisions. And that can be dangerous.

What Does This Mean for Business?

In executive search, we operate in data-driven worlds. But data is never neutral – it reflects what has been collected, filtered and weighted. In pharma and medtech, we know that data can prove or blind. A CV can look impressive and still be manipulated. A market trend can be real and still be misinterpreted. A good researcher must recognise motives, tolerate contradictions and understand how truth is constructed in different cultures and companies. This is not optional – it is the basis of good judgement.

The Bottom Line

Fake news is not a media problem – it is a reflection of our own perception. The trick is not to expose all lies. The trick is to know your own filters and use them consciously.

In our daily business life, judgement has become a key skill: between data and interpretation, between knowledge and wisdom. Between what we want to see and what actually is. As the historian Yuval Noah Harari says: „In a world dominated by data, the most important skill remains the ability to distinguish between truth and illusion.“

Have you fallen for perfectly made fake news too? How did you notice?

Vosoughi, S., Roy, D., & Aral, S. (2018). „The Spread of True and False News Online.“ Science, 359(6380), 1146-1151. https://doi.org/10.1126/science.aap9559; The study examined all verified true and false news stories on Twitter from 2006 to 2017 – approximately 126,000 stories that were shared by around 3 million people across 4.5 million tweets. The finding: False news is roughly 70% more likely to be retweeted than true news.

Automotive Industry In Transition: 10 Leadership Insights

I had the pleasure of attending IAA Mobility 2025 in Munich, a global automotive conference charged with a sense of urgency and profound transformation. With a record 57% of exhibitors coming from outside Germany and significant participation from China, the event was less a traditional car show and more a festival of mobility, showcasing everything from new EVs and autonomy pilots to smart-infrastructure concepts.

For leaders in the automotive space, the key takeaways from the conference halls signal a seismic shift in strategy, technology, and talent. Here are the ten most critical themes that will define the next era of automotive leadership.

1. The Software-Defined Vehicle (SDV) Is Now About Delivery

The conversation has moved beyond the concept of the SDV to its rapid, real-world implementation. The new industry benchmark is the ability to deploy lean, modular, and ready-to-ship software solutions that accelerate development cycles. Panels and displays emphasized the importance of the full “software stack,” over-the-air (OTA) updates, and strategic partnerships with Tier-1s and semiconductor giants. AI is no longer a buzzword but the core “intelligence layer” of the vehicle. This demands a new type of leader with a proven ability to ship complex software products at scale.

2. Electrification’s Pragmatic Path: Profitability, Hybrids, and Charging Speed

While the electric future is certain, the path to it has become more pragmatic. The focus has sharpened on achieving profitability in EV segments with a notable return of advanced hybrids as a critical bridge technology. Premium EVs like the Mercedes GLC EQ and Polestar 5 are also a burgeoning category alongside a strong push toward more affordable BEVs. Furthermore, the competitive benchmark is now execution on tangible metrics like 5-minute fast charging, putting immense pressure on legacy timelines. Leaders must now be adept at managing a complex and mixed vehicle portfolio.

3. Sustainability: The Non-Negotiable Foundation

The industry’s commitment to sustainability now firmly encompasses the entire vehicle lifecycle. Discussions have moved beyond tailpipe emissions to the circular economy, with a sharp focus on recycling, remanufacturing, CO₂ accounting, and building resilient, sustainable supply chains. This creates a clear need for executives with deep expertise in ESG, circular business models, and sustainable procurement.

4. ADAS is the New AD (Autonomous Driving)

While full autonomy remains a long-term goal, the immediate commercial focus has shifted to delivering and monetizing sophisticated Advanced Driver-Assistance Systems (ADAS). The test-drive zones featured impressive ADAS demos and autonomous shuttle pilots, but the core business challenge is clear: manufacturers must develop and globally roll out scalable, AI-driven ADAS. The talent imperative is for leaders who can deliver tangible safety and convenience features to today’s customers.

5. The Customer Experience Extends Beyond the Car

A core principle emerging from the event was that innovation must be rooted in what customers truly need. The increased public engagement and live demos underscored that the key challenge is creating a holistic, connected digital ecosystem that extends beyond the in-car experience. It’s about how the car integrates into your life — knowing your calendar to pre-plan a route or seamlessly connecting to apps. This requires executives with a deep background in customer journey mapping and ecosystem development, often sourced from outside the traditional auto industry.

6. Smart Infrastructure is Now Commercial Reality

Discussions about the mobility ecosystem have moved from theoretical to tangible. The launch of commercial Vehicle-to-Grid (V2G) solutions, which allow EVs to feed power back into the grid, is a landmark example. This signals a need for leaders who can execute complex, cross-industry partnerships with energy, cloud, and municipal partners to build the energy and data backbones essential for future mobility.

7. The Supplier’s Metamorphosis to System Integrator

The transition of the automotive supplier from a component provider to a system integrator and software developer continues to accelerate. Companies that were once manufacturing-driven are now key players in innovation and systems engineering. This ongoing metamorphosis requires transformative leadership capable of managing OEM-tech alliances and fostering new, service-based business models.

8. The Talent Gap Remains a Critical Bottleneck

Underpinning every major trend is a foundational challenge: the fierce and growing talent gap. The industry’s demand for software engineers, AI specialists, and battery chemists far outstrips supply, making talent a primary constraint on growth. For executive search, this translates into specific, high-priority needs:

High-Demand Profiles: We see urgent demand for Heads of Software Architecture, ADAS/AV Program Leaders, and executives for battery systems and cell sourcing. Crucially, leaders who can manage complex OEM-tech alliances are in short supply.

New Assessment Criteria: “Hybrid” experience is now paramount. The ideal candidate combines deep automotive domain knowledge with tech credibility. We are prioritizing candidates with measurable proof of delivery—like hitting safety milestones or launching a new market entry—over qualifications or brand names. Cultural and geopolitical fluency, especially the ability to operate across European and Chinese markets, is a key differentiator.

9. Leaders Must Adopt An Ecosystem Mindset

The complexity of the new mobility landscape requires executives who are ecosystem thinkers. Staying competitive is driven by the strength of your ecosystem—your charging network, your semiconductor alliances, your cloud partners. Leaders must be capable of managing vast networks of partnerships, fostering organizational resilience, and driving deep cultural change.

10. Market Shifts: China’s Entry Into Europe Is Accelerating

Perhaps the most potent theme at IAA was the palpable shift in the global power dynamic. While European OEMs unveiled inspiring visions, Chinese competitors are delivering customer-ready, technologically advanced vehicles at scale and competitive prices. The strong presence of Chinese brands announcing European availability is intensifying the pressure. Geopolitical factors like tariff risks and regional production—such as BYD’s new plant in Hungary—mean leaders must now be adept at localization and cross-border strategy to compete in a radically new landscape.

Summary

The automotive industry has reached a critical inflection point – it is no longer just about hardware; it’s a high-stakes competition of software and services. Success depends on securing digital leaders who can drive innovation at speed and scale. This dynamic makes the ability to source talent from adjacent industries a critical function, placing executive search firms at the center of this transformation.

If you would like to discuss how these trends can impact your business and talent strategy, please contact me here or browse our Industrial expertise page to find your closest IIC Partners consultant.

Author

Tim Zimmermann, Managing Partner, ingeniam Executive Search & Human Capital Consulting

🔒 Diskrete Wege, kritische Positionen zu sichern

„Nicht jede Vakanz muss öffentlich ausgeschrieben werden. Eine gezielte Ansprache ausgewählter Kandidaten schützt das Unternehmen vor unnötiger Aufmerksamkeit, erhöht die Chancen auf passende Bewerber und spart Zeit.

Diskretes Sourcing kombiniert mit einer klaren Priorisierung von Schlüsselpositionen führt zu stabilen Ergebnissen – auch wenn die Wirtschaftslage unsicher ist. Unternehmen, die diesen Ansatz verfolgen, sichern sich langfristige Vorteile und bleiben handlungsfähig, während andere abwarten.“

„Gedanken, wie Unternehmen in schwierigen Zeiten passende Talente erreichen können.“

#Leadership #ExecutiveSearch #Recruiting #TalentManagement #BusinessStrategy #Unternehmen #news

by Thomas Grummt, (Beitragsbild via KI erstellt)

MyWay Veranstaltung der Familienunternehmen

2 ereignisreiche Tage auf der MyWay Veranstaltung der Familienunternehmen gehen zu Ende.
Unsere Kollegen – Jörg Baumgart und Borries von Mueller waren dabei.
Der Austausch war hervorragend – gute Gespräche und interessante Begegnungen.

💡 Warum Unternehmen gerade jetzt strategisch planen sollten.

08.10.2025

„In unsicheren Zeiten werden viele Personalentscheidungen verschoben. Offene Schlüsselpositionen bleiben unbesetzt, oder kurzfristige Entscheidungen führen zu Fehlbesetzungen – mit spürbaren Folgen für Effizienz und Wettbewerbsfähigkeit.

Unternehmen, die frühzeitig prüfen, welche Rollen kritisch für den Geschäftserfolg sind, können Risiken minimieren und Handlungsfähigkeit sichern. Eine strukturierte Analyse der Schlüsselpositionen, Diskretion bei der Kandidatenansprache und eine klare Priorisierung schaffen die Grundlage für Stabilität.

Selbst kleine Schritte wie eine Übersicht über offene Vakanzen oder die Prüfung kritischer Rollen tragen dazu bei, dass das Unternehmen handlungsfähig bleibt und langfristige Chancen nutzt.“

„Anregungen, wie Unternehmen ihre wichtigsten Rollen in der Krise sichern können.“

#Leadership #ExecutiveSearch #Recruiting #TalentManagement #BusinessStrategy #Unternehmen

by Thomas Grummt, (Beitragsbild via KI erstellt)