makes it possible to recognize the other as an individual as well.” (E-interview with
Reinhard K. Sprenger, Competence Site 1/2004a, b). Individualism is characterized
by respect for and appreciation of the individual person and his or her achievements
and talents and leads to a new pluralism of values. As such, strengthening a healthy
degree of individualism strengthens cohesion and facilitates integration.
1.1.5.1 No Off-the-Shelf Customers
The internationalization of markets means that the target groups of organizations
are heterogeneous in terms of their gender, age, education, culture, etc. As new
customer structures and niche markets develop the supply will be more and more
tailored to specific target groups, which happens at very high speed. Homogeneous,
clearly defined and universal parameters divide into target groups in smaller and
smaller units – even down to the individual – that expect to be offered tailored
products and services, neither mass-produced or generic products.
Businesses need to adapt to the demands of these “parallel buyers” with multi-
option buying behavior. Sometimes they shop via the Internet, sometimes they
actually walk into a shop, sometimes they shop by phone. They buy their fruit at
the corner store piece by piece, their suits at Armani but also stand in line at Aldi to
buy a computer. The businesses must become flexible in terms of their service and
production, advertising and PR. It is becoming increasingly difficult to make
customers loyal to a company and a brand. Customers are also hard to categorize,
as often one and the same person objects to consumerism but also purchases luxury
goods; further, they are mobile and demanding, and thanks to the Internet well
informed about the best offers and prices.
This challenge must be embraced by modern businesses and their top executives,
the managers. Just as hospitals are not there for the doctors and nurses, but for the
patients, companies do not exist for managers and the staff but for clients, as Peter
F. Drucker aptly put it.
1.1.5.2 No Off-the-Shelf Employees
The knowledge worker requires completely new standards for leadership. Knowl-
edge workers cannot be monitored but only supported. Every knowledge worker is
also a manager, namely, his or her own manager. They need to independently
motivate themselves and manage their time themselves, they know their goals,
learn continuously and are prepared to have several careers.
Knowledge workers are defined by their contribution, i.e., they focus less on
position and payment, but rather on their contribution to meeting the objectives
of the company or the project. Management by objectives, leading with goals,
seems to be the recipe for the management of such employees (see Drucker 2004,
pp. 45–47). The problem is: there can be no standard recipe, as modern workers are
extremely individualized.
8 1 Leadership in the Twenty-First Century Leadership in the Crisis?