Latest tweets from Haufe

haufe @haufe
Laut einer Studie der Unternehmensberatung @Deloitte sind weltweit mehr als 800 Millionen #Arbeitsplätze vom…
Vollzeit oder Teilzeit – diese Unterscheidung passt nicht mehr auf die Art und Weise, wie viele von uns arbeiten. W…
"Wir müssen die evolutionären und revolutionären Themen am Horizont erkennen und die IT kontinuierlich erneuern."…
Kolumnist Randolf Jessl beleuchtet diesmal die Frage: Wie gelingt der Abgang von einer Führungsposition?…
Die Nachhaltigkeitstransformation verändert Wirtschaft und Gesellschaft grundlegend. Die Auswirkungen sind noch grö…
Load more

Find out more


Democracy in the workplace

Haufe Group "takes companies into the digital age, to create the workplace of the future." The Haufe Group is considered one of the most innovative media and software vendors in Germany. More than one million customers – including all DAX 30 firms – generate over 300 million euros in revenue. The Freiburg-based firm currently has more than 1,950 employees within Germany and beyond.


What’s the greatest asset at any company? The people. Every solution we create starts with them. They are the contributors to success. The executors of the strategy. The sum of any company. When the right people do the right thing in the right structure, your company runs at its best. That’s why Haufe’s entire portfolio works to empower your people, because they make powerful contributions your company relies on. People-first organisations ultimately strengthen and support the greater good because people run companies.

  • Haufe Quadrant: This depicts the relationship between employee-type and organizational-design to reveal why you need integrated solutions to empower and align your people.
  • 3 Dimensional: Rather than being fragmented by software and services that don’t sync up, Haufe’s unique three-dimensional approach combines organizational empowerment, people empowerment, and technology to ensure your whole company is aligned.
  • Rhythmix: Integrating consulting, software, and services, Rhythmix offers a new solution that gets your business strategy moving by getting your entire organization aligned to it.
  • Success Engineering: With periodic measurements that populate simple data visualizations, the Haufe Success Score ensures that your company’s orientation isn’t lost— both during and after Rhythmix implementation.
  • WHYral transformation: Change is hard— especially for companies. Fortunately, WHYral Change offers a new approach: give the right message, to the right people, at the right time.
  • Co-Creation: This is a success-oriented partnership that allows you to help create and gain first access to new solutions that expand Haufe’s employee-centric Operating System

Business democracy

It all started when I felt that I was no longer the right person for the position of CEO. I saw our current CEO Marc Stoffel as my successor. But we both agreed: that’s not how our company works. We can’t simply put someone in the top job. So instead we allowed the employees to decide.

Back then we really couldn’t foresee how the company would develop with the introduction of elections. But now we are certain that we made the right move – and that goes for all employees, as our last strategy meeting showed. Together we decided that we wanted to continue working according to the democratic principle. Because thanks to our type of company management we have achieved key positive impacts that make our culture strong today:

Consequence 1: an elected leader has backing from the team

Through the election of a manager their visions and goals become those of the team, for with their votes the employees have made an active decision and therefore assume responsibility for successful execution.

Consequence 2: A non-election is an election too

An election remains an election even in instances where there is only one candidate for a position because I have the choice of not giving my vote to this candidate. The deselection of a candidate has even turned out to be the much more important tool. Because someone may do a good job of selling her- or himself but anyone who fails to do a good job in the long term can also be voted out again.

Consequence 3: Elections encourage dialogue

Every candidate must define their desired role in advance of the election and communicate this definition along with all associated targets, possible challenges and their own strengths and weaknesses to everyone. In addition they must be questioned by the employees so that mutual expectations can be weighed up in advance.

Consequence 4: communication is enhanced

Employees and managers listen to one another in completely different ways. Whilst employees know that they must ultimately reach the right decision, managers realize that their position lies in the hands of employees. As a result both parties are encouraged to communicate and to take these discussions seriously – not just immediately before elections.

Consequence 5: the election campaign strengthens management qualities

The elections are like a barometer of opinion. Some managers are indeed elected but fare worse than the previous year or than other candidates. This is a kind of warning and also acts as a spur to become better. In addition, the candidates can also always learn from one another.

Consequence 6: limited terms of office increase willingness to go the extra mile

On occasion someone is elected who isn’t up to the job or who quickly reaches the limits of their abilities. In classic companies the first effect is a dip in the mood and performance of the team. As a result some employees – typically the best ones – leave the company and finally the manager is replaced or departs. This causes considerable suffering on both sides. But if there is clear end in sight to this difficult phase it is easier to tolerate.

Consequence 7: deselections and resignations are normalized

A deselection or non-election is certainly not easy to accept because it initially feels like a loss of face. With time, however, it becomes a normal process and a voluntary resignation becomes a self-determined alternative. The important thing to bear in mind is that just because someone isn’t currently the right person for this precise position it doesn’t mean that this person essentially isn’t a good manager.

Consequence 8: a career becomes a spiral

Managers who have been deselected or resigned work in the team again. During this period they observe the new manager going about their work, make comparisons with their own management qualities and learn from their mistakes but above all observe the strengths of their successor – always balanced against their own experiences. The learning effect is huge and can be used to great advantage in a subsequent management role.

Consequence 9: employees demonstrate foresight and a sense of responsibility

Some managers don’t risk making unpopular decisions, fearing that they will not be reelected. However, this self-paralysis is unjustified because in our experience employees are definitely able to differentiate between tough decisions that have to be made and poor leadership skills.

The introduction of elections has strengthened our business culture and processes in unexpected ways and we are certain that they can be effective for other companies too.

Find out more