Managerism - the Explanation

Managerism is, of course, derived from manager, one whose profession or work is management; although it signifies a deviant form thereof. This deformation is reflected in the nature of planning and control, the way people are treated, how responsibility is handled and remunerated, how resources are utilized and how enterprises are supervized.


Corporate Management in Deep Trouble

Winner of getAbstract International Book Award 2011

Thinkpiece 54

The Failure of a World-Class Business - Management Theories that Failed a Siemens Shared Service

The case study of a Shared Service of Siemens over three decades: how executives with trendy management strategies, self-oriented managers and employees, failed a renowned in-house professional services business. Many parts of Siemens suffered from a plethora of disruptive management theories between 1980-2010. This systemic management failure also has relevance for other business corporations.
by Derek J. Brocklehurst
Thinkpiece 50

Business Corporations and Socio-Market Economies – Cooperation or Conflict

The biggest listed companies of the world’s major economies are often foreign-owned. Their top managers are subservient to Anglo-Saxon-dominated capital markets. This generates an inherent conflict of interest between these profit-driven corporations and the socio-market democratic system of many European countries. Read this compelling argument for a renewed balance between corporate management purposes and government regulatory policy.
by Manfred Hoefle
Thinkpiece 49

Management Culture Failures – Lessons for Business Corporations

For 50 years, MBA-influenced corporate management culture has been spreading in the USA; it is also on the rise in Europe. This style of management is essentially wealth extracting, short-term, inhibits innovation, weakens corporate cohesion, and harms the common good. Six cases of corporate management failure at world-renowned US corporations illustrate the negative systemic side of this culture.
by Manfred Hoefle
Thinkpiece 47

Stakeholder Value – Rhetoric or Reality

For the past forty years, most major corporations have been managed as "profit machines". This management behavior was justified by Shareholder Value Theory. This is a simple idea, easy to understand, and was adopted by many business managers. In 2019, in a "revolutionary" statement on corporate governance, top U.S. CEOs renounced shareholder value and pledged themselves to Stakeholder Value. However, there is a gap between rhetoric and reality. This thinkpiece exposes that deficit and proposes a solution.
by Manfred Hoefle
Insight 8

Peter F. Drucker – Management Needs Moral Values

Many believe they know Peter Drucker well. Few are aware that his thinking is strongly influenced by a Christian ethos. Drucker believed that management must be a moral force. This is true especially today when, to an unacceptable degree, managers are exploiting the 'moral-free' market for their own personal advantage.
by Manfred Hoefle
Lesson 8

The Unexpected Renaissance of Taylorism

The revival of this Manageristic doctrine is a retrograde step. Agility and competitiveness will suffer.
by Sandra Siebenhüter
Lesson 1

Mercenary Managers – Where Do Their Loyalties Lie?

Do senior corporate decision-makers who hire mercenary Managerists as 'turn-around champions' know what they are doing, and what this will do to the company over the long term?
by Julius Lengert