„Change means to use the chance in the new, instead of letting oneself be unsettled by the fear of failure.“

Hansjörg Meine

Professional Experience

After completing his studies in electrical engineering and computer science specialising in process computing technology, Hansjörg Meine began his career in research and development at IBM before joining the automotive industry, where he supported various German automotive groups with their international sales teams.

He then took over the leadership of a pan-European team of experts focusing on PLM, Logistics, Mobility Services & Telematics, Diagnostics and Sales & Aftersales. To add further depth to his range of professional experience, he assumed responsibility for the outsourcing business of existing German customers for several years. He then deployed this considerable experience at T-Systems and SPIRIT/21 before moving to personnel consulting in 2011. He has been a managing partner at AltoPartners in Darmstadt since 2014.

Focus areas

  • Hansjörg is ideally suited to advise on IT-relevant functions in industries characterised by a high degree of high-tech know-how and innovation expertise.

  • His consulting focus is on the identification and recruitment of experts and executives for specific C-suite requirements.

Food for thought

  • The Rise of the Gig Economy click here
  • Artificial Intelligence & Executive Search – Killer, Game Changer or Magic Trick? click here
  • The CIO Role in a Post-COVID World click here
  • Back to Base: A Leader’s Guide To Getting BuyIn click here
  • The Metaverse – what kind of new jobs might it create? click here

Focus areas:

  • Automotive IT
  • Digital Hightech
  • Information Technology
  • Telecommunication

Interview with Hansjörg Meine

How do you motivate and inspire people?

Hansjörg: »If you want people to be inspired by and enthusiastic about their work, you have to be able to communicate your enthusiasm and inspire it in others. A team leader has to satisfy a wide range of demands and too often, orders come down ‘from on high’ which focus more on numbers than on people. This creates pressure which is then (regrettably) simply passed down the line. In such a situation, some executives tend to overlook the fact that results can only be improved if you are able to tap into the intrinsic energy of employees. To do this, it is necessary to ‘reach’ people, to demonstrate your respect and to give recognition where due.«

How hands-on do you have to be?

Hansjörg: »You have to show up and be available; you can’t just be a ‘drop-in’ manager who turns up for meetings and then disappears again. Making a contribution at all times is just as important to the process itself as for the employees. I once had to work in a large open-plan office and I put my desk right in the middle of the room. Not so that I could keep an eye on everyone, but so that everyone could see me and know that I was always there to assist and guide if necessary. Similarly, in my consulting role, it’s critical that I remain in contact with the candidates and the clients and that I enjoy what I am doing. In the final analysis, consultancy is a contact discipline which requires an emotional investment. Physical presence is not always necessary, but it’s very helpful in the getting-to-know phase, which is when you assess each other’s values and show your appreciation.«

What role do individual values play?

Hansjörg: »They are the decisive factor! When I interview someone, I first like to get an impression of what motivates them: what are their value systems and what drives them?. The resume is important but it represents what happened in the past - what we want is to form the future. The truly exciting challenge is to recognise and develop this potential.«

What do you need to shape changes?

Hansjörg: »You need to make a conscious decision over and over again as to which path you want to take and not allow events to overtake you. Most people battle with change -, especially if they fear losing something. While personal courage is important, the right support from professionals who are capable of dealing with change and can help reframe it as an opportunity, can make all the difference. Recognising the opportunity change presents means being able to utilise its force in a positive manner.«

What role does the need for security play?

Hansjörg: »There is a constant tension between the need to change and the desire for security . Our DNA is hardwired to protect us against new threats and change is all about surrendering the protection of the known. .. However, a closer look reveals the fallacy that security is based upon holding tightly to the present. Quite the opposite. Today, the only real feeling of security can come from knowing how to deal with change, which means embracing the need to adapt and take action, as opposed to just reacting.«

Is a willingness to innovate the antithesis of a culture of safety?

Hansjörg: »Yes, I would say that is true. They represent opposite poles. Despite demands for innovation, people prefer the beaten path because its comfortable and requires less effort. In my experience, companies that are led by strong, controlling personalities tend to want to make the company as simple as possible because it suits their need to put everything into one single process which they can control easily from the outside. This generally has the effect of suppressing all innovation and individuality. It represents managing a company into mediocrity. We need to completely rethink our procedures if we are to remain competitive. In particular Germany and Europe have huge opportunities here which need to be leveraged.«