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That was the doctrine in German companies for decades – and still is in many places today. But there are more and more people who want a career but not in the classic manager sense – which is why companies are creating alternative development paths. Some companies are going so far as to fundamentally agilise their processes and structures. This leads to the upgrading of expert roles.
Leadership is shared – often in the form of tandems, with a clear distribution of roles. In agile systems, tribe leads look after the technical leadership and people leads are responsible for the staff leadership.
Role profiles such as “Topic Planner” are key functions in strategic content creation and distribution. In a newsroom set-up, it is impossible to work without topic planners and channel planners.
The levelling of hierarchies has led to the upgrading of expert roles – financially, hierarchically, in terms of career paths. A growing number of candidates find the development towards Principal Expert just as attractive as Tribe Lead.
But even detached from agilisation practices, expert roles take on a lot of responsibility. Specialists are often docked directly to the board and write speeches for them, do positioning or are responsible for financial communications.
In addition, “classic” profiles such as that of a press spokesperson are becoming more and more digital because of ever-increasing digitalisation. And new role profiles are constantly emerging: Jobs like digital strategist or digital marketing analyst would not even exist without the internet.
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