Dear network, the time “between the years” -as it is so nicely called- is very suitable for a reflection of the past and for a look ahead. In the last few days, I have read a few articles which, like me, use this time for this purpose. For example, I can recommend the post by Dr. Aaron Brückner (“I ask myself these 6 questions every year on New Year’s Eve“). In his article, Aaron briefly describes the six questions he uses to structure his retrospect as well as his look ahead. I especially like the “To-Don’t-List” (a la Marc Uwe King, a Not-To-Do-List).
Introduction
2019 was a very eventful year for me. Probably the most outstanding event in my career was my decision to leave Volkswagen Commercial Vehicles and enter an entirely new field of industry. I was amazed at how many requests I received for my move – from my family, my friends, my colleagues, and my network. For many, it was merely incomprehensible – to leave behind the stability of a familiar working environment, the security of income and working conditions, the common network, and career opportunities that are emerging. I put off most of the requests – to be able to reflect on the whole decision with a little distance in between.
Now, 6 months after the decision and with a little more calmness in my new everyday life, I would like to answer the open questions.
Why are you switching?
The most frequent question I have received, and a not easy to answer one. I have been at Volkswagen since 2009 – first as an intern, then as a scholarship holder and working student. From 2013 as an employee. I worked on many exciting projects and got to know fantastic colleagues. I still keep in touch and exchange ideas with them today. Volkswagen, as an employer and as a company itself, offers many opportunities. It is currently an exciting time in the automotive industry due to the disruptive changes (e.g., vehicle networking, mobility change, or cultural changes within the working world – to name just a few aspects). For large companies, these are intensive challenges that have to be mastered (a proper illumination of the topic can be found here: “Digitization in classical corporations or: the mechanism of failure“).
Volkswagen is actively trying to implement and shape its change. On the one hand, with seminars on the topic of “Leadership” (e.g., with the Leadershipgarage or with its seminar “LIFT” realized by HEC Lausanne as successor program of WEsion (see as well the post “Can feedback help companies to change their culture?“)) to provide management with the right tools and understanding. On the other hand, with the “agile community” and the “agile guide” (german: agiler Lotse) to create an open platform where change – its approaches, successes, and failures – can be discussed.
So a lot is happening behind the scenes. For me, viewed from within, there was a lack of consistent, courageous execution and implementation of the efforts mentioned above. It is clear that a change of such magnitude takes time and can only be successful if all parties stringently implement it. If this does not work, more radical measures are necessary – as, for example, execute at ING Diba.
I have actively accompanied and shaped the process of change at Volkswagen. In doing so, I have realized in my environment that although there are small steps in the right direction, there are still too many controversial issues regarding my attitude to specific topics (precisely because of the lack of courageous and consistent implementation). Out of this realization, the decision to quit has gradually grown.
For me, the following three thematic blocks – “Commitment & Openness“, “Transparency & Straightforwardness,” and “Public Appearance & Partnership” – stand in discrepancy with my values. Some sound like company-wide aspects, but each block can also be broken down to the values of individual departments and teams.
- Commitment & Openness:
Two values that, for me, resulting from the first and fourth point of the Agile Manifesto. A commitment is the promise to achieve a goal – no matter if it is a Scrum goal of the development team or a party commitment. It stands for a high degree of freedom and self-determination. Which increases the responsibility of everyone for success (and with it the consequences for failure).
Openness (also honesty) means treating each other with respect and a clear exchange of information. Only if information is shared, situations can be correctly assessed and decided upon.
Both in combination also means that commitments can change – but that they have to be communicated on an early stage. - Transparency & Straightforwardness:
Openness creates transparency; commitment ensures straightforwardness. If both are combined, the word “integrity” is often used as a synonym. It applies not only to people within the organization but nowadays also to the organization itself. Credibility comes through straightforward, transparent action. - Public Appearance & Partnership:
Transparency and straightforwardness strongly influence the public image of an organization. Partnership results from commitment and openness. Volkswagen still has to improve on both – because, on the one hand, externally communicated information does not always correspond to internal behavior and on the other hand, cooperation partners are not treated as partners.
In sum, my change can be explained by the company’s attitude, as described in the articel “Digitization in classical corporations or: the mechanism of failure” by Dr. Stefan Barth:
“the monetary control mechanisms and internally competitive career paths in the group environment often shape characters at middle and higher management levels whose personal development in their group habitat is more important than the company’s well-being itself”
This behavior makes it almost impossible to adhere to the values mentioned above. And this is where the chicken-and-egg problem begins: As long as internal career paths do not change, the values cannot penetrate the organization. And as long as the values do not penetrate the organization, the change will not succeed, i.e., the internal paths of advancement will not change.
I do not want to give concrete examples of how to counteract the above values. Some of them are well described by the public forums and block-post questions of other colleagues. A good example is Katja Diehl’s last post on the subject of “Mobility change is attitude – not technology“, in which she spoke about the “Braess paradox”. It applies not only to mobility but also to the facts mentioned above and can be put forward as a thesis for society as a whole. Katja put it aptly as follows:
“Where everyone thinks only of himself, everyone will end up worse off, because the damage to the common good is always an individual one – even if the gain (in the foresight) initially feels very great for the individual.”
Why go into a field you never knew existed before?
To take a step into the unknown. To learn something new and expand my abilities. Through my new job, I connect the things I can do with those I need to learn from the scratch. That’s what I was attracted too. My new job challenges me on all levels: the technically known, the technically new, the interdisciplinary known, and the interdisciplinary new.
Of course, I would also have achieved part of it through an internal change. But only part of it – the internal network of colleagues would have remained, the processes and rules would have been similar, and the risk of failure would have been lower. That’s why I wanted to move into a completely new field.
In the end, it finally became the private equity area. As I have found out over the last few months, it is a very diverse and inspiring industry. Which feels particularly strongly connected to the values mentioned (“Commitment & Openness“, “Transparency & Straightforwardness“, and “Public Appearance & Partnership“). Besides a strongly structured approach and “thinking around corners”, empathy and sensitivity, the so-called emotional intelligence – in my opinion – is even more important for success in the private equity sector.
I am sure that I can improve and expand my skills and knowledge from this mix of activities. I believe that something like this can only be achieved if you get involved in something completely new. And for this very reason, I looked for something that I have not done before.
How do you like it? And what’s changed?
I like it very much so far. I’m glad that my values match those of my employer. That diversity is lived, and that different opinions are accepted and even encouraged.
A lot has changed – because my topics have changed completely. I am involved in issues of internal digitization (see the post “The Digital Transformation – from the data-driven viewpoint“) as well as in the search, evaluation, and acquisition of possible new portfolio companies. Another aspect is to support the portfolio companies in achieving their goals. All these topics cover the entire spectrum of the value chain – both the internal value chain as well as the value chain of the portfolio companies in various industries.
Why did you choose THI Investments?
For many reasons, which are already indirectly described here in the post. The main arguments for my decision are the values and attitude of the company, its openness, and the industrial field itself. In the end, it was this combination of aspects that were presented to me authentically and honestly in a job interview. And that was what made me choose THI, the (job) interview – open, honest, and at eye level.
Summary
I hope that I was able to answer the put off questions and bring the motives a little closer.
I think it is essential to have the courage to change attitudes and points of view to adopt new perspectives. I am also convinced that experiences from different fields strengthen this ability to change perspectives. At the same time, it is crucial to stand up for and live by convictions.
For me, it was the right time and the right decision for the change. It’s great to be part of a fabulous team and, despite all the differences, to follow the same values – which are also part of the corporate culture. Who wouldn’t want to be part of that?
Finally, as food for thought for your reflection, I would like to share the following figure.
