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In 1990, Ron Sommer, then CEO of Deutsche Telekom, said this. Looking back, it is fair to say that this was a huge miscalculation. Today, we know that hardly anything works without digitalization, IT, modern technology and networked value chains – and we are probably only just at the beginning of this development.<\/p>\n
The digital transformation is already in full swing and companies that do not act in time run the risk of being left behind and losing their competitiveness. As a result, the challenges for companies in the IT sector are also increasing. More and more companies need the support of IT experts. Good news for candidates who are looking for new challenges. Bad news for companies looking to fill open positions.<\/p>\n
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For all industries, but especially for the IT sector, digitalization means finding the right managers as quickly as possible in order to keep pace with the disruptive changes that lie ahead.<\/p>\n
Digitalization is exposing the shortcomings of training and further education in Germany in recent years. Candidates with the skills in demand can therefore now choose which company they want to work for – and these are not always the companies that pay the best or those with the most prestige.<\/p>\n
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The so-called purpose, the company philosophy or – in the best case – the higher purpose that the company pursues plays a major role, especially for people from the digital environment. And so established companies compete in the war of talent with hip start-ups that know how to attract young digital natives or digitally-savvy older talent. Although they can often pay less, they attract them with other benefits.
An IT growth company on the way to an IPO can also be an interesting environment for some managers. After all, it is rarely possible to actively shape a company’s IPO. In this situation, established medium-sized companies run the risk of losing the war of talent and no longer being able to keep pace economically.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_image src=”https:\/\/hager-consulting.com\/wp-content\/uploads\/2022\/03\/HAGER_Industry_Digital_and_Technology02_1200x720-scaled.jpg” alt=”HAGER_Industry_Digital_and_Technology” title_text=”HAGER_Industry_Digital_and_Technology02_1200x720″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” text_font=”|–et_global_body_font_weight|||||||” global_colors_info=”{}”]<\/p>\n
A study by the Association of German Chambers of Industry and Commerce recently revealed that companies are unable to fill 50 percent of vacancies due to a lack of suitable candidates. The lack of qualified candidates is one of the biggest threats to companies. After all, less talent means less innovation, less competitiveness and ultimately less growth.<\/p>\n
But despite all the virtual and digital requirements and opportunities, the human factor must not be overlooked. Not every Chief Sales Officer fits into every company. Cultural fit plays almost as big a role in the entire recruiting process as the candidate’s professional suitability – after all, the new employee should stay with the company for as long as possible.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_2,1_2″ disabled_on=”on|on|off” _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.27.4″ _module_preset=”_initial” text_font=”|–et_global_body_font_weight|||||||” global_colors_info=”{}”]<\/p>\n
When recruiting and selecting personnel, we also keep this in mind and look not only at the qualifications, but also at the mindset of the candidate and the company. In this way, we lay the foundation for a long-term, respectful, stable and professional collaboration for the greatest possible benefit for both sides.<\/p>\n
Are you looking for the right candidates for your company? Then let us do the talking!<\/p>\n
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Leaders for AI transformation determine whether AI investment shows up in results, because what makes the difference is a mandate to actually redesign how work gets done. According to the Gartner CEO Survey (203 CEOs and senior executives worldwide, surveyed in April and May 2026, published on 20 October 2026), 44 per cent of CEOs struggle to demonstrate a financial return on AI to stakeholders. Only 20 per cent feel well prepared to industrialise AI, while 63 per cent see a radically redesigned operating model as a strong lever for measurable returns from AI.<\/p>\n
This puts an appointment question centre stage. Organisations need leaders who bring business model and technology together and have the authority to change processes, for example as Chief Digital Officer, as head of an AI transformation or as a CIO with a mandate for the operating model. We fill these roles for mid-sized companies and large corporates through executive search and, alongside technology experience, look closely at whether a candidate has already changed an organisation. HAGER Executive Consulting GmbH combines its Digital & Technology practice group with the practice group for your industry, as more than 75 per cent of our mandates have an IT or digitalisation dimension. For classic CIO and head of IT roles, please see our page on IT and digitalisation<\/a>.<\/p>\n [\/et_pb_text][et_pb_heading title=”Frequently asked questions about leaders for AI transformation” _builder_version=”4.27.5″ _module_preset=”default” title_level=”h2″ title_text_color=”#0B2D55″ global_colors_info=”{}”][\/et_pb_heading][et_pb_code _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”]