HAGER_Logo_Executive_Consulting

Digital leadership: Martin Krill on key skills for managers

13/12/2023

Martin Krill reveals six key competences for managers

In today’s fast-moving digital landscape, certain key skills are essential for managers to be successful. Martin Krill, CEO of HAGER Executive Consulting, emphasises that it’s not just about technical know-how, but a combination of hard and soft skills.

Firstly, a sound understanding of the latest technologies is crucial. Managers do not necessarily need programming skills. Nevertheless, a solid overview of current technologies is essential for business strategy.

Another essential skill is data literacy. In an era where data is seen as the new oil, decision-makers need to be able to make data-driven decisions. Structuring, analysing and harnessing data for business success is a key factor.

In addition to these technical skills, adaptability is a must. In the face of rapid technological developments, managers must not remain in their comfort zone. They should be able to quickly categorise new situations and continuously develop innovative solutions.

Creativity also plays a crucial role, especially in developing innovative solutions to complex challenges. This ability enables managers to utilise the full potential of data and artificial intelligence.

These qualifications form the foundation for successful leadership in the digital age. Managers who possess these skills are well positioned to succeed in a dynamic and ever-changing world of technology.

Martin Krill emphasises the importance of a broad, resilient network – online and offline. It contributes to success in the digital world and increases the chances of being discovered by recruitment consultancies such as HAGER Executive Consulting.

Source reference: The entire article is based on information from Business Insider. The article can be found here: https://www.businessinsider.de/karriere/headhunter-diese-6-skills-muesst-ihr-fuer-fuehrungsrolle-mitbringen/

Further interesting technical articles

The Due Diligence Private Equity Still Gets Wrong: Human Capital

The Due Diligence Private Equity Still Gets Wrong: Human Capital

Most due diligences can slice the numbers a thousand ways. Markets, models, margins – all dissected surgical precision. But the one factor that decides whether any of it turns into performance — the people expected to deliver — is still often checked last, or lightly, or not at all.

Here’s the quiet contradiction in private equity: Financial DD predicts potential. Human Capital DD predicts reality. And the gap between the two is where value is most often lost.

Die Due Diligence, die Private Equity noch immer unterschätzt: Human Capital

Die Due Diligence, die Private Equity noch immer unterschätzt: Human Capital

In Private Equity analysieren Financial und Commercial Due Diligence vor allem Potenzial. Doch ob dieses Potenzial realisiert wird, entscheidet allein die Organisation, die es umsetzen soll. Human Capital Due Diligence macht sichtbar, ob Führung, Rollen und Kultur tatsächlich in der Lage sind, die Wertsteigerungspläne zu liefern – oder ob genau dort der späteste und teuerste Wertverlust entsteht.

Japan meets Berlin-Brandenburg

Japan meets Berlin-Brandenburg

The “Japan meets Berlin-Brandenburg” network demonstrates how active exchange between Germany and Japan functions. In conversation, Anne Pomsel, Marko Gretzschel, and Daniel Norpoth explain how the DJW promotes economic cooperation, cultural understanding, and sustainable relationships. A look behind the scenes of a network that builds bridges where others see boundaries.