Future interview with the keynote speaker of DIGITAL FUTUREcongress 2021/09, Dr. Martin-Niels Däfler, Professor at FOM in Frankfurt/Main

As the author of 20 books, such as *Die Torero-Technik*, *Gib mir Geduld aber flott* or *Das Passwort fürs Leben heißt Humor*, Prof. Dr. Martin-Niels Däfler has almost exclusively 5-star ratings on Amazon. The author of over 170 specialist articles is also a full-time professor at FOM University of Applied Sciences in Frankfurt am Main and has more than 25 years of professional experience as a speaker, trainer and coach. In his keynotes or as a consultant for numerous corporations as well as SMEs and associations, he speaks on a scientifically sound basis, without academic pretensions and free from what he calls “esoteric waffle”. In an interview with DIGITAL FUTUREmag editor-in-chief Michael Mattis, you can read an exciting interview in the current issue with the 1969-born “dynamic professor” about megatrends, the reasons for the acceleration of the pace of change, the transformation in HR, the need for new skills and the associated competencies for companies as well as employees.

Michael Mattis: First of all, I would like to thank you for taking the time, despite all your projects, to talk to me about the digital future and megatrends and to take a closer look at important topics, especially for the German Mittelstand. Let me start with a question that interests me personally: What is your personal drive to push ahead with the many projects, books and contributions and to launch new projects again and again at such a high pace?

Dr. Martin-Niels Däfler: You are probably familiar with the – admittedly somewhat clichéd – saying “Find a job you love and you’ll never have to work again.” In my case, this is actually true, as I have never seen my work, whether as a university lecturer, speaker, author or trainer, as a burden. On the contrary – I can hardly wait to get to my desk in the morning. I know that as a self-employed person I have a high degree of autonomy that many employees do not have. It is probably these degrees of freedom that motivate me. I am extremely grateful for this privilege. Just as I am grateful for the fact that my students, seminar participants and coaches constantly inspire me – with their questions and comments, they constantly provide me with new ideas.

Michael Mattis: As head of the BVMW Wirtschaftsregion Südhessen and organiser of the DIGITAL FUTUREcongress, I have contact with many SMEs. The topic of sustainability is playing an increasingly important role for more and more entrepreneurs and decision-makers. There are a large number of megatrends. Which ones do you personally consider to be the most important?

Dr. Martin-Niels Däfler: Sustainability is undoubtedly one of the most important megatrends. Of course, demographic change, health, and the energy transition also belong to this category. And the idea that digitalization will one day be complete can safely be dismissed as a misconception. Most medium-sized companies, in my view, have understood this well. What, however, has not yet truly taken hold in people’s minds is this: finding responses to megatrends involves far more than creating new products or reorganizing processes. No matter which megatrend we focus on, the message is always the same: something has to change within the company. So, the question is not so much which megatrends are relevant. Tomorrow, they will likely be different from what we think today. Far more crucial is the way we deal with them and respond to them. Being open to change – that, for me, is the meta-megatrend.

Michael Mattis: For many companies and developments, COVID-19 was like a catapult. Almost overnight, video conferences became as normal as can be. Employees worked from home, and some companies were amazed at how easy it all was. It was almost like a rejuvenation treatment for many businesses. Others struggled greatly and still do. But holding video conferences is not digitalization. How can we maintain the pace of change, steer it in the right direction, and bring as many companies and employees along with us?

Dr. Martin-Niels Däfler: Look, this is exactly the point I just made. Being open to change. It’s clear that there are major differences between individuals. Some are naturally curious and embrace change. Others are more risk-averse by nature and avoid uncertainty. In addition to how we intrinsically deal with change, there’s also the dimension of corporate culture – and that’s the only one we can influence. Let’s not fool ourselves: employers cannot change people, nor should they even try. It’s doomed to fail, even if hardly anyone wants to admit it, especially not the entire consulting and coaching industry.

So, if the goal is to maintain the pace of change or to win over as many employees as possible for the new, we don’t need seminars. Instead, we need to focus on other areas, such as hiring and promotion policies. Who do we bring on board? Who becomes a leader? Conservative skeptics or innovative out-of-the-box thinkers?

Michael Mattis: To remain competitive in the future, companies and employees need new and different skills. Which abilities do you think will be most important in the coming months and years?

Dr. Martin-Niels Däfler: Now you’ve touched on a topic I could talk about for hours. I’m actually writing a book on this very subject right now. Still, I’ll keep this brief. Regardless of the industry you’re in or how many employees you have, innovation and speed are the key success factors. What does that mean? Above all, it means that traditional, hierarchical corporate cultures are a thing of the past. Instead, dynamic structures are in demand. This, in turn, has the consequence that employees and managers must also be “dynamic”—I deliberately avoid using the term “agile,” which I feel is somewhat overused. This ultimately leads us to the realization that qualities like adaptability, a passion for (lifelong) learning, creativity, teamwork, and independence are becoming more important.

Michael Mattis: These competencies must first be identified throughout the entire recruiting process. Personally, I believe it’s more important to bring people into the company who fit well with the company culture, as skills can certainly be learned and trained. This gives the “learning” aspect special significance. This leads me to another question that I find fascinating: How can companies optimally structure the enormous learning needs of employees and the entire organization so that all employees remain emotionally connected to the company in the future?

Dr. Martin-Niels Däfler: I completely agree with you. You’re probably familiar with the quote from Herb Kelleher, one of the founders of Southwest Airlines: “Hire for attitude, train for skills.” Competencies can be acquired, but the “right” attitude is difficult to instill. Either you have it or you don’t.

Assuming HR policy is based on this principle, there’s still a lot of work to be done, because it’s not enough to be a fundamentally creative person if I don’t also master a few innovation methods. Even the most open-minded employee won’t be able to intuitively operate new software but will need training.

To answer your question concretely: Personnel development will certainly gain in importance. However, this doesn’t mean offering training programs on a one-size-fits-all basis. Individual learning plans should be developed for each employee, based on a personalized ideal competency profile. Ideally, the learning plan should take into account the employee’s learning style. Some people absorb new material better in face-to-face events, others through online courses, and still others through learning by doing.

Michael Mattis: The priorities of subsequent generations are changing. As a professor at FOM, you deal with several generations at the same time. It is often recommended to mix teams in companies. To mix younger and older employees just as much as different genders. What are your personal experiences and what concrete recommendations can you give to companies so that they can optimally build up skills on the one hand and remain dynamic and capable of learning on the other?

Dr. Martin-Niels Däfler: Exactly – this aspect is often overlooked when it comes to learning. It's not just about formal, planned learning, but also about implicit learning, for example when an older employee picks up tips from a younger colleague on how to use a particular program. Or vice versa: when new employees receive valuable advice from experienced experts. In this respect, heterogeneous teams are recommended. This generally applies whenever new tasks need to be tackled and creativity is required. It's different when predominantly routine jobs need to be done. In that case, diversity doesn't play such an important role.

Michael Mattis: The issue of digitalization has long since become a cross-sectional topic across all company sizes and industries. From skilled trades businesses to large corporations, all companies are digitalizing to a greater or lesser extent. What is actually stopping us from taking a close look at traditional processes in the company and digitalizing them in order to ultimately save costs and working time? How can we put the turbo on digitalization?

Dr. Martin-Niels Däfler: Well, I don't think the aim is to digitalize everything in a rush. First of all, the processes should be analyzed in a very classic way. Thorsten Dirks, CEO of Telefónica Deutschland, once put this very bluntly: “If you digitalize a shitty process, then you have a shitty digital process.”

What's more, not everything old is necessarily bad. After all, the existing processes are the result of decades of experience. It should be systematically determined which digitalization projects will bring what benefits. A pain-gain matrix can be used to identify which processes are predestined for digitalization.

Michael Mattis: You will be a keynote speaker at the upcoming DIGITAL FUTUREcongress from September 27 to 29, 2021, and I was personally very pleased about your acceptance. What does it mean for you to stand on a stage and speak, and what three most important impulses would you like to give every entrepreneur for digital transformation in their company?

Dr. Martin-Niels Däfler: I think every speaker and trainer loves the spotlight, the immediate feedback from participants, and the special atmosphere that usually prevails. I’m no different. What adds to that for me are the encounters before and after a talk. From the organizer to the technicians and the audience, you always get to meet new people. These often lead to exciting conversations.

On the three key points:

Don’t make the “first shirt button” mistake. You know the scenario: you’re still half-asleep and button your shirt incorrectly – only to realize it later and have to start all over again. The lesson? If you want to inspire your employees about something new, if you want them to become allies in digitalization, you need to start the right way. And that means taking the time to explain the background. Why are we suddenly doing everything differently? If employees understand why change is happening, they’re much more likely to embrace it.

Remember that you are a role model. You’ll only lead your company successfully into the digital future if you yourself are open to change. Your workforce quickly senses whether your commitment is genuine or just lip service. People do what they see you doing, not what you tell them to do.

Don’t chase every trend. It’s certainly difficult to distinguish short-lived fads from long-term developments. In my experience, the greatest caution is always warranted when a topic gains momentum too quickly. The Alan Parsons Project summed it up over 40 years ago: “What goes up must come down.” Despite the urgency of rapid digitalization, entrepreneurs shouldn’t let themselves be pressured and should take their time with decisions. Incidentally, a bottle of red wine can be a great help in that process.

Michael Mattis: Thank you very much for this exciting interview and your time. I’m really looking forward to your keynote and the insights you’ll share.