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17. November 2020

When looking for a high-level position in Executive Search, stakes skyrocket at a colossal speed. Obviously it’s a lot at stake when you need to find or replace, let’s say, the CEO of a company. The reality of the digital age is pushing us to delegate (if not hand over completely) some of the tasks to machines. Computers with their elaborate neural networks are already better at a lot of tasks that a regular human being with its short concentration span and flawed attention for detail may struggle with. Not to mention Artificial Intelligence, which can do even more elaborate things like predicting with an astonishing accuracy what your next word in the search bar is going to be. But how about finding a new CEO to replace the freshly resigned one?! Well, yes and no.

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22. September 2020

Should you offer your services for free or at least for a highly-reduced price? It’s a question that I’ve come to think differently about in recent times. Different times call for different approaches. And more of an open mind. The last couple of months have driven a lot of changes and business models had to be rewired or extended. And branching into a different field or opening up doors to new clients sometimes enrich a portfolio significantly. Can it be useful to give your professional help away for free or at much less cost? Or can it even be a moral obligation?

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20. Oktober 2020

I’m sure you’ve had to let a lot of people go in your career. And you probably don’t associate all the best feelings with these experiences. Maybe you even kept an employee here and there just because you wanted to avoid the conflict. But there is a lot of potential in making these processes more amicable or even – yes, in a way – positive. It starts with seeing an employee not only as a wheel in the system but as the most valuable asset that stands behind every successful company, a brand ambassador of significant potential. However, retrenchments, layoffs, early retirement as well as numerous other occasions, like sudden lockdowns induced by a global pandemic, may force you to let employees go, giving the central stage to a lengthy and not always pleasant process of separation.

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July 24, 2020

When you browse through your LinkedIn feed these days, or any other media, you find a certain amount of talk about the „new normal“ – that we, by now, have all understood is a fact. But what comes after that? What comes after the common sense about that COVID-19 changed a lot of the certainties in business as usual, maybe to the better? It seems to have sunk in quite quickly, even the understanding that we have to adapt a new leadership style, new remote practices and an overall changed management style when it comes to culture and trust. But then what?

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June 4, 2020

People are still finding their way through the crisis and ever since the COVID-19 lockdown rules have started to loosen, there is this urge to go back to something. And you might have – as many others – noticed already that this is quite impossible. There is no real “going back” to something after this exceptional time. And maybe that’s better than it might seem. 

New normal = new people?

There are some key learnings from this crisis that should have changed the way you look at your business. It has shown that these times can come at any given moment and they call for a middle management that is resilient. Resilience has been around before this, but it has never been so crucially put to the test. Neither has the ability of the C-Suite to be ready for whatever comes next. It is not about being afraid of the next hit but being ready for the next hit – as well as setting the course for the “new normal”.

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May 6, 2020

In times like today – you all know what I’m talking about – it becomes even more clearly how important company culture is to make it through rough times. And don’t get me wrong, it’s not a decision whether or not you have a company culture. You have a company culture either way but it’s no doubt good to be in charge of it. And these can be the times when your real company culture shows and you find out whether you are or whether you are not.

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April 7, 2020

The great demand for medtech products and the growth of the industry is good news! As with every boom, however, this development goes hand in hand with a great need for qualified and motivated specialists who can meet the constantly growing demand. In the nature of medtech, the interdisciplinary and cross-functional way of working is inherent and that also means that the requirements and position profiles have an extraordinary range.

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March 12, 2020

What is it about Berlin that makes it such a vibrant und buzzing hot spot for Life Sciences and especially Biotech in the last couple of years? It’s been experiencing steady growth and an exceptionally high level of start-up dynamics. And yes, look at it, many of the biotech companies are founded from the universities and research institutions on site. And rightfully so, since they greatly benefit from the strong science and the good infrastructure for clinical studies in the region. But not only start-ups, also global pharmaceutical companies value the know-how and the local conditions: Here they can develop and produce new active ingredients.

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February 7, 2020

When you’re trying to find the best talent that gets maximum results for your company, a good place to start is looking at the assets that exist in your company to attract the best candidates. A lot of research is looking into the factors that make candidates favor one company over the other and career opportunities, room for development and sense of purpose are sure among the winning factors. But how do companies look like in a different stage to candidates that compete for talent in the same industry. IIC Partners had a look at Pharma companies in particular, with a survey regarding their experiences with their hunt for the best of the best.

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