Let's save democracy! E-Book

Bernd Thomsen

• Herausgeber: Plassen Verlag
• Kategorie: Geisteswissenschaft
• Sprache: Englisch

Seitenzahl: 461

Veröffentlichungsjahr: 2024

Beschreibung

But our way of life is in danger of dying. The author tackles this weighty subject with astonishing ease. A non-fiction book that is fun to read. Because it tells the story as vividly as a novel or a podcast. An extraordinary rescue mission from Hamburg to New York. Including: Joe Biden, Sanna Marin, Robert Habeck, Justin Trudeau... After five years of research, future expert Professor Bernd Thomsen now provides you with hundreds of learnings from 39 countries, futurology, exciting facts. And inspiring optimism. And above all: The formula for how to save our democracy. For everyone who loves our way of life. Even if politics is not your business. Do you love your freedom? Then read this book!

Leseprobe

PROF. BERND THOMSEN

Let’s save democracy!

Or do you really like to live differently?

The original edition appeared under the title

Retten wir unsere Demokratie! Oder willst du anders leben?

ISBN 978-3-86470-967-8

Copyright 2024:

© Börsenmedien AG, Kulmbach

Translation: Team Thomsen, Sabine Runge

Cover design: Daniela Freitag, Team Thomsen

Photos: p. 18 Vojtech Bartonicek, p. 54 Justin Campbell, p. 138 Jon Tyson, p. 180 Christoph Amend, p. 288 Benny Rotlevy

Back cover: Mariana Vusiatytska

Design idea layout: Team Thomsen

Implementation and production: Daniela Freitag

Setting: Timo Boethelt

Editing: Claus Rosenkranz

Proofreading: Merle Gailing, Sebastian Politz, Claus Rosenkranz, Sabine Runge, Elke Sabat

ISBN 978-3-68932-002-7

All rights of distribution, including reprinting in extracts, the photomechanical reproduction and the exploitation through databases or similar facilities.

Bibliographic Information of the German National Library:

The German National Library lists this publication in the German National Bibliography; detailed bibliographic data are available on the Internet at <http://dnb.d-nb.de>.

Postfach 1449 • 95305 Kulmbach

Tel: [phone] • Fax: [phone]

E-Mail: [email protected]

www.plassen.de

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For eight blue eyes,four born in the USA, four in Germanyand my true pride:

Nico, Collin, Vasco and Leon.

Let’s save democracy! In 5 chapters.

Chapter one THE CHALLENGE.

Chapter two CO-LAB IN MIAMI.

Chapter three ONE-ON-ONE MEETING WITH JOE BIDEN.

Chapter four NINTH CO-LAB AT LAKE GARDA.

Chapter five DEBRIEFING IN NEW YORK.

Preface.

Reader’s Manual.

The Magic Formula. And the Plan for Action.

Epilogue.

Acknowledgments.

Notes.

Example: 90% of the countries that have the best social advancement in the world are also among the best democracies in the world (full democracies).

PREFACE

A Desire for Democracy

Eight years ago, a publisher approached me about writing a book. Everything was prepared: the topic, the content, the title, the contract. There was already a “blind date” waiting outside the publisher’s office: a ghostwriter, they said, who was supposed to compensate for my limited time. I had to pinch myself to make sure it was real.

Nothing came of the book. Creating a guidebook, like the countless that already existed in the world, was not my thing. But the person waiting outside the door was fascinating. She was an author of countless books (including those she helped celebrities to produce), a publishing director, and, above all, a science journalist who could think outside the box. A true multi-talent. Eventually we had lunch together at an Italian restaurant. While she asked questions and dug into the details of my life, I dug into my delicious tagliatelle served in a parmesan waffle. It was so delicious that only after our meal, sipping on espresso, did I realize she had been taking notes the whole time. In those two hours, she unveiled my lifelong passion: democracy. In the coming years, I would almost drive her mad with the size of the subject of this book.

Did you know that 76 percent of people are not interested in politics?2 And 59 percent don’t buy books at all? 3 It was too easy for me to blame non-readers for their lack of interest. Perhaps, I thought, books just needed to be different: more gripping, more personal and more accessible, even when complex. A non-fiction book could be much more fun if it conveyed knowledge in a lively way. Like a novel. Or an exciting podcast. Publishers took a completely different view: a topic as serious as democracy had to be treated as such and must not be told. But why does a book covering such an important topic – a topic that concerns us all – have to be hard to digest to be considered serious? And does it necessarily have to be written by a politician or political scientist?

Then, one night, I was sitting on the edge of my daughter’s bed. My youngest son had snuck into his sister’s bed earlier that evening. I watched glumly as they peacefully snuggled up together. I had joined them in the nursery after watching a harrowing documentary on the German children from Bullenhuser Damm. After they had been transported to the Neuengamme concentration camp, the Nazis carried out inhumane medical experiments on them. In 1945, during the final months of WWII, all twenty of them were hanged in a cellar – just after they were supposed to go to bed. “Which of you wants to see your mom again?” the children between the ages of five and twelve, the exact age of my youngest children, were asked. A gruesome example of the abuse of power that autocracy enables. The Shoah (Holocaust) is singular, relativizing comparisons are unacceptable. However, an independent view also sees oppression, lack of freedom, indescribable suffering and death in countless countries whose citizens are not allowed to live in a democracy. Autocracies restrict, patronize, and suppress dissenters. All at once, the concern that my children would not be allowed to enjoy the freedoms that I value so much was at the top of my mind. It was that night that I realized I was going to write a book about democracy. But in a different way. It would be less about theory and dry facts and more about how we can embrace democracy. After all, I was also trying to win over the 76 percent of people who are not interested in politics and the 59 percent who do not (yet) buy books. It has taken many years to bring this all to life. Five years to be precise.

Perhaps you are someone who has little interest in politics. If so, I’m sure you have good reason. Even if you’re just tired of hearing all the bad news. I feel the same way.

Our democracy is endangered by populism and extremism. These are fueled by climate and refugee crises, disinformation (with the help of artificial intelligence), social media echo chambers, and social inequality – to name a few. That is why I decided to look at democracy through a new lens in this book. People, even though they may not be interested in politics, are invested in their own lives. So, if we begin to understand democracy not just as a form of government but also as a way of life, then it is an issue that concerns us all. This is the only way we can save democracy! When I see young parents with strollers at the park, I don’t want anyone telling them how many children they can or cannot have. That’s their decision. Or, when it comes to marriage, if and whom one should marry. This is also a personal decision, not something for the government to decide. I am deeply convinced that innovations only arise when people are allowed to do as they please. When they are free.

Life is better in places where someone is not dictating what one can and cannot do. And this is only available in democracies. That’s why I’m optimistic about the future. Although this may sound naive given the current state of the world, it’s not. In fact, it’s up to you to live the life you want. I’ll tell you how to do that in this book. But I can also summarize what I want to achieve in three words: desire for democracy!

Democracy and its citizens, whether a female doctor or a male cleaner, can be compared to a long-term marriage: if one no longer pays attention to the other, the beginning of the end has begun. And at the end comes separation. Globally, the danger that citizens will break away from democracy is greater than ever before. The division of free societies eats away at democracy, i.e. life as we know and love it. Therefore, it is worthwhile to save democracy – for the benefit of us all. In fact, it is necessary. If we are unable to save democracy, we will not be able to manage threats to humanity: wars, climate change, and artificial intelligence. And that’s not including China’s plans: by 2049, the year of its centenary, the People’s Republic of China wants its way of life – which is in fact one of lack of freedom – to become the world market leader.

What does it take to save democracy? First and foremost, we need to have the courage to break the rules. Which is my job description. Sounds crazy, doesn’t it? Of course, I don’t mean that I am a professional double parker or that I regularly run red lights. I help companies and governments to solve unsolved and seemingly unsolvable problems. To do this, you have to change your way of thinking. Breaking rules is nothing more than thinking outside the box. It’s about understanding prevailing conventions and finding new approaches. My job is mainly about looking at the problem from the outside (politicians are on the inside and often blinded by the system), talking to those affected, thinking independently, following the path of challenge, focusing on the future, and finding solutions. That is exactly what I have done in this book. Democracy, for example, lacks appreciation. But that is only a symptom, not the cause. And I have found answers in recent years as to how this cause can be remedied.

One outdated rule is that only political scientists and historians are allowed to deal with democracy. As I said, I am neither. Nevertheless, I take the topic seriously. The two subjects I am well versed in are the future and strategy. Isn’t that exactly what a contemporary book on democracy should bring to the table? Fresh perspectives in the jungle of democracy and new ideas in the forest of books? In any case, a modern strategy is needed for the good of democracy. That’s why democracy has always been my dream client.

So, sit back and enjoy the story. Keep turning the pages and hopefully you’ll begin to feel it: a desire for democracy.

Reader’s Manual

Most people don’t like instruction manuals. So, of all things, why do you need one for a book? Because it’s different from traditional books. Make the most of your reading experience by taking a minute to read this short reader’s manual:

The book has two color codes which begin immediately after this reader’s manual and conclude after the fifth chapter. The first is black-on-white: texts which tell a story that didn’t actually happen, but very well could have. So, you’ll be there in real time. The second is white-on-black: texts that are not fictional. They cover a variety of “prints” throughout the book. These “prints” contain all the facts and knowledge found in a traditional non-fiction book, but shorter and easier to understand.

They are displayed in the left and right-hand margins of this double-page spread. You can decide for yourself whether you want to interrupt the story for this information or whether you’d prefer to continue with the storyline. Regardless, the prints are waiting for you. There are six variations, which can be distinguished by their symbols.

FACT PRINTS provide you with up-to-date background knowledge on the topic in question.

FUTURE PRINTS reveal findings from future research.

JOIN PRINTS are brainteasers for the reader. Decide whether you’d like to think them through on your own or with others. To this end, you will find a QR code next to the Join Prints.

SCORE PRINTS can be found at the end of chapters 1 to 4 and display the intermediary results. These are selected learnings that can help save democracy.

ACTION PRINTS provide examples of measures for implementation once the strategy for saving democracy has been identified. You will find relevant background information on measures that have been covered in the story or in prints.

QUOTE PRINTS are literal quotes.

Whenever you see a QR code in these pages, you’ll be able to access more information than this book can hold. Or share your ideas. Simply hold your smartphone up the QR code to find more information, photos, and videos on the topic under discussion.

Between chapters you will find out what happens in the weeks when you are not there.

These pages have the color code white on black, so they are not fictional either. They allow you to take a look behind the scenes of a management consultancy. They reveal day-to-day processes that are otherwise inaccessible to the public. And to make it as authentic as possible, I will be reporting to you from our own group of companies, i.e. first-hand.

At the bottom of each page you can see the week in which the chapter you are currently reading takes place, and at the top, in lower case letters, you can see which chapter you are in first and which topic you are in second.

There is a Magic Formula at the end of this book. It sounds a little bold, but this book is the result of five years of research conducted on every continent. More specifically, across 391 countries, including all 22 full democracies. (Of course, this was not a one-man-show, because I didn’t do it alone. I had many helpers along the way, to whom I am so grateful!)

In the story, you will also meet a character named Ben. You may wonder whether the similarities with the author are coincidental or intentional. Feel free to decide for yourself. It doesn’t make any difference to the future of democracy.

This book is based on Preta Research2, which combines various methods aimed at achieving highly relevant study results. Preta, derived from Portuguese, literally means “fertile soil.” Preta research also incorporates global indices, which you will find several times in the book (see Fact Prints). First and foremost is the democracy index (symbolized by the Statue of Liberty), against which all other indices are compared. A passionate endorsement for democracy.

Incidentally, Preta is not the only word derived from Portuguese in this book. So is the name of our heroine. Her name is Agora. Agora is not only the birthplace for democracy, but it also translates to: Now!

Enjoy reading!

This is what the smartphone icon

with a QR code looks like.

Simply scan it with your modern

smartphone and you will receive

further information, photos and films

on the topic of the page on your screen.

You can also use it to share

your Join Prints’ “brainteasers.”

Chapterone

THE CHALLENGE.

Topic 1Blind Date.

Ms. Agora. This name meant nothing to me, and my team was also unfamiliar with the entrepreneur I was awaiting in Europe at Vier Jahreszeiten hotel Hamburg, Germany.

“According to the assistant, her boss is only briefly in Hamburg. She refused to give me more details, but you should still meet with her!” Yvonne, my personal assistant, had told me.

Because I trusted my PA’s intuition, I found myself seated, without any clue, on one of the dignified sofas in the elegant hotel lounge – an area Hamburgers affectionately refer to as the “living room” and use as such. The historic, wood-paneled room had a subdued atmosphere in the middle of the day, despite the chandelier lighting and large picture windows framed with heavy velvet curtains. My gaze wandered outside through the rain-covered windows. The Fountain of the Inner Lake of River Alster was barely visible through the haze that lingered over the wintry city. Thanks to Hamburg’s abundance of shopping arcades, I had made my way from our European offices at Hamburg’s Gänsemarkt to the hotel almost entirely dry-footed. Contrary to its rainy image, no other German state had more sunny days than Hamburg last year. How kind of the city to show its best side today of all days, I thought ironically of the moment. Hopefully, Agora was carrying an umbrella.

I leaned back and crossed my legs. My black lace-up shoes nearly reached eye level as I sunk deep into the cushions of the thickly upholstered sofa. I looked around the expansive room – the well-kept and luxurious furniture created a rather solemn atmosphere. All over were bouquets of flowers. Only a few tables were occupied, mainly by older, international guests who spoke quietly in pairs. What did this traditional, somewhat stuffy ambience of choice say about a potential client? I thought about it, then found myself, someone partial to modern design, succumbing to the charm of this grand hotel – much like Tom Hanks or Sophia Loren.

Logs crackled away in the fireplace. I watched as the busy servers moved quickly yet quietly, enjoying a few moments of relaxation. I was looking forward to meeting the mysterious Agora. While I took the last sip of the East Frisian Tea sweetened with rock sugar that the waiter had placed on the golden coffee table, I wondered if my guest would be hungry. I might have recommended Hamburg’s famous smoked eel on scrambled eggs with rustic brown bread had the fish not recently been classified as endangered. Since I had no clue what to expect, I prepared myself for nothing more than a relaxed conversation with a stranger. And I needed to eat anyway, so a guaranteed meal was no waste of time.

At 2 p.m. sharp, church bells interrupted my thoughts. It was as though St. Peter, St. Nicholas, and St. Michaelis (better known as “The Michel”, Hamburg’s landmark) were ringing in competition. How could I even hear them over here?

“We have a separate entrance for luggage. This way, please, madam,” someone said in the background. Immediately after, a staccato of heels clacked on the marble floor, eventually swallowed by the thick Persian rug beneath my seating area in front of the fireplace.

A friendly and youthful voice spoke as I stood up and turned around, “You must be the Professor. I am Agora, thank you for taking the time to meet with me!”

Before me stood an elderly lady in an unbuttoned trench coat whose shoulders held traces of rain. Underneath, she wore a rose-colored silk outfit. Chanel, I secretly guessed, wondering how such an elegant lady could be traveling without an umbrella. On her right arm hung a fine leather handbag, whose designers knew better than to display a gimmicky logo, and in her left hand sat an elegant silk scarf. Every gray hair of her elegant updo fell perfectly in place, even though she had presumably worn the scarf to protect herself from the rain just a few moments earlier. Her gaze shifted discreetly to the concierge who had escorted her towards me and continued to linger in the background, after which he promptly took her coat and departed with an implied bow.

With a smile, Agora extended her hand to me. Her clear, cool blue eyes radiated intelligence and astuteness. The many wrinkles on her face, which told of her experience, contrasted sharply with her lively gaze. Her handshake was also surprisingly firm considering the long, delicate fingers which could have belonged to a pianist. I offered her a seat, and she chose the armchair to the left of the couch. As if out of thin air, the tea master appeared to take her order. I examined Agora more closely. She sat upright, almost stiffly, in the chair. At a glance, her appearance exuded elegance and authority. How old could she be? A difficult question as she seemed both aged and youthful, delicate, and robust. An exciting combination.

The server tried to give Agora a menu, but she dismissed it with a quick wave of the hand. “The eel with scrambled eggs, please, and Assam tea. With a bit of rock candy. Thank you.” While the server explained why her desired dish was no longer on the menu, I caught myself smiling: of all the things she could have ordered! Out of necessity, Agora switched to hash browns with salmon. The server’s gaze traveled toward me. “The same for me, please.”

The server bowed to Agora as if she were royalty. As soon as he left, Her Majesty turned to me. With an unexpectedly sudden movement, she stroked the smooth fabric of her skirt. This woman likely knew exactly what she wanted, but she also seemed tense – although I couldn’t imagine why. I waited for her to relay the purpose of our meeting and what was on her mind. Instead, she said nothing – just smiled at me with an open and interested gaze. Unusually long. Although not unpleasantly so.

“This isn’t your first time in Hamburg?” I asked after a long, though not unpleasant, pause. Instead of answering my question, however, Agora got down to business. “I am coming to you regarding a somewhat delicate matter.” She fell silent and waited until the server, who appeared out of nowhere again, had set the table for our tea. “I run a very traditional family business with subsidiaries of various sizes and numbers of employees scattered across the globe. We are market leaders. The best in our field.”

It wasn’t the first time I’d heard something like that. She must be one of those “hidden champions” who don’t make a big fuss about their success. However, considering her self-confidence and the company’s market relevance she mentioned, I should have recognized its name.

Agora took a deep breath. What she was about to share weighed heavily on her conscience. “I am very proud of my company. Our product is vastly superior to those of our competitors. Both customers and staff have been historically satisfied. I’m not complaining; business is good…”

Agora stopped speaking again when the server returned with our tea. While he prepared the table, I silently contradicted her. After all, my acquaintance wouldn’t be sitting with the CEO of a management consulting firm if everything was fine. Presumably, her interest was not in a friendly conversation over a cup of tea. “Besides,” my thoughts quipped, “she couldn’t possibly know what a nice guy I am.”

With precise hand movements, Agora unfolded her white cloth napkin, dropped two pieces of rock candy into the cup of tea the waiter had poured, then resumed her thread of conversation: “You know, in some countries, business runs smoothly, while in others there are increased complications. Our international steering committee has grown increasingly divided regarding the company’s direction. Weaknesses in the management structures of the individual subsidiaries. Dissatisfaction, frustration, and resistance within the team. Strikes have become a regular occurrence. It sometimes seems our company and our product have grown commonplace and, consequently, taken for granted. Like our company, our tradition, the long-lasting successes, and the power behind our brand is no longer relevant. I can’t comprehend it, really!”

The youthfulness and dynamism that Agora had radiated until then had given way to a measure of exhaustion within the blink of an eye. Her face suddenly seemed more sunken, her eyes more tired, her posture more stooped. Amazing how one’s disposition can shift so much from one moment to the next.

Again, Agora fell silent as the waiter served the salmon. With fork and knife in hand, she cut off a piece of hash brown. I took a sip of Assam. We enjoyed in silence for a moment while I considered her choice of words. Her product had become too conventional, a matter, which reminded me of a clichéd married couple. It’s not uncommon for partners to become accustomed to one another over the years, growing so comfortable that the element of surprise is lost. A lack of interest and especially appreciation develops, and neither person works to win the other over. Then, eventually, one of them demands a divorce claiming incompatibility of character. That’s how Agora seemed at present – as if her partner had confronted her with the hard truth.

“Our company is so much better than the competition!” With emphasis, she put her silverware back on her plate. “Meanwhile, I’m genuinely concerned about whether or not we’ll be around in 30 years. To answer that question positively, I need your help!” She looked me long in the eye again and finally ended the pause with, “Probably a rare briefing for you!?”

“No!” I answered as briefly as I did nonchalantly. I took the gentle smile and curious gleam in Agora’s eyes as a good sign. Perhaps she was a potential client who, despite an undeniable overconfidence – almost arrogance – might be open to or accepting of a different point of view. This made me appreciate Yvonne’s recommendation to accept, for once, a so-called “business blind date.”

I reached for my teacup again. I took a sip of Assam, and another, before finally explaining something to my interlocutor. Since the onset of disruptive changes (which many people only became aware of after the demise of companies like Nokia and Kodak), executives have routinely approached us with similar concerns.

“The difference with you, however, may be that management often uses the power of provocation without believing in the dramatics themselves – only to learn later the ruthlessness of every truth we uncover, whether positive or negative. In short, the actual concern I sense from you may not always be as high in other cases.” Some executives lack the understanding that good consultants don’t sugar coat advice, just because they’re working with important, globally recognized personalities. But I didn’t tell her that. “So, what have you done thus far to address whether or not you’ll be afloat come 2050?”

Agora didn’t take long to think. “Well, I initially gave instructions to optimize processes internally at the national level in both committees and working groups, then externally with consulting firms.” As she spoke, she naturally strung together the names of many well-known management consultancies, which indicated she was well-versed in the subject. “Unfortunately,” she continued, “a lot of it echoed our own previous efforts. The standard quick fixes they suggested didn’t improve matters at all. The problems persisted; in fact, they worsened. Quite honestly, you’re my final attempt at outside consulting.”

“Which subsidiaries are the most problematic?” I wanted to hear from her.

“There are problems in India, Brazil, the United States, and some European offices, like Turkey. And Germany, a difficult market that has proven solid for decades, is no longer performing at its best. The same applies to France, Spain, and Italy. The situation is more favorable in Europe than in the United States, but ‘good’ only applies to the Scandinavian countries. And perhaps Switzerland and Canada.”

This international game of Monopoly made me sit up and take notice. However, the strange mix of problematic markets did not add up. Why was she so secretive about her business?

“And yes, your point is well taken. I’m very concerned. Survey results in critical countries have shown that confidence in our product is falling. And I can’t let that happen.” She slapped the back of her chair with the flat of her hand but quickly regained her composure. “May I speak candidly?”

I nodded an “of course” to her.

“I get the feeling conflicts are on the rise almost everywhere. And instead of showing a willingness to root out the cause of existing problems and realign the company according to country-specific needs, much of the leadership team is focused on internal and external power struggles.” When referring to her “team,” I noticed she used only male pronouns. “Yet that’s even more polarizing.” She shook her head. “Sometimes I wonder what goes on in the minds of my staff.”

“Do your employees like you?” I channeled her excitement in a new, albeit not necessarily lower-pulse, direction.

“Please, Professor. I don’t want to be liked; I want to be respected!” I responded to Agora’s rebuttal with a smile that was as silent as it was invisible. In such conversations, it’s not uncommon for entrepreneurs to disregard emotions or rationalize their emotional decisions. But business leaders are human, and most human decisions are emotional – even financial ones. This was proven by depth psychologist Sigmund Freud and, more recently, behavioral economist and 2017 Nobel Laureate Professor Richard Thaler through his work on the deviations of human behavior from the assumption of rationality.

“Do your people believe in you?” I tried again to get more than protest from her. Because I’m convinced that people want to work for, buy from, and invest in companies they believe in. To get out of bed every morning, employees must enjoy their work. Trust in the sincerity of entrepreneurial motives is no less of a motivator than economic factors.

Agora refrained from answering my question. “Look, it’s stopped raining,” she announced instead. “Should we stretch our legs a bit?” I suggested, hoping to add dimension to our conversation. But I had more in mind. I wanted to incorporate several pit stops along the way to shed light on the driving forces behind companies of the future.

Topic 2Walk and Talk.

“You had mentioned a steering committee,” I added as we wandered in the direction of the Outer Alster Lake in Hamburg’s city center. “Do your international branches work closely with one another? Or do they tend to operate independently?” Agora glanced over her shoulder in surprise, once again ignoring the question. Apparently, Her Majesty was used to the fact that her lack of answers was considered an order of silence. Unfortunately, I had to disappoint her and reminded her to answer, “Agora!?”

“Largely separate, but with comparable business models,” she replied curtly. We walked on in silence. Agora surprised me again, this time with a swift pace considering her age. Either she knew her way around Hamburg, or she carried herself with confidence that was believable – even in unfamiliar territory. In any case, her speed aligned more closely with an athletic endeavor than a walking conversation – which we call a walk-and-talk meet at our group. The term “walk-and-talk” was originally used as a storytelling technique in filmmaking to emphasize how busy characters’ lives were. For my team, this small-format meeting reinforces a different perspective; it shows the power behind slowing down and taking in the fresh air.

“So, what’s your exit strategy?” I asked, trying to curb Agora’s pace.

“Excuse me?” she asked, irritated but actually shortening her strides. “What makes you think I want to give up?”

“Are you certain that’s not your intention?”

“Of course, I am!” The exclamation behind her response was practically visible in the air between us.

“To me, you seem like an ideal takeover target.”

“You can’t be serious!” Agora shouted as she stopped abruptly. Sensing the narrowly suppressed indignation, I thought, “There we go. It worked.” Finally, Butter bei die Fische. A northern German expression for cutting to the chase. Because as soon as the flavor-enhancing butter is added to fried fish, it’s ready to eat. Agora and I could finally get down to business, something she had been elegantly avoiding since we first met. I doubt anyone had ever challenged her with such questions.

“Professor, just so we’re clear, I have a valuable legacy to pass on. And don’t try to tell me the best option is to cut costs and lay off employees. I’ve heard that too many times before.”

I was enthralled by this new facet of the previously composed Agora – and surprised by my ability to gain her trust. I equally admired her passion and stubbornness.

“But people don’t even notice me and my heritage anymore. It’s as if I’m…” she struggled to find the right word, “…air. People breathe me in but fail to acknowledge my origin. Sometimes I wonder if I’ve gotten too old for this job.”

“Who do you see as your immediate competition?” I interjected matter-of-factly as we resumed walking, an effort I hoped would calm her down.

Like a bullet from a gun, she spoke without pause, “China!”

“And why?” As a consultant, “why” should be the most important word.

“Because management style there is rooted in control and fear. That does not align with my values, though – which are based on ownership, equality, collaboration, and consensus.”

What a good message, I thought.

Silently, we passed the restaurant of celebrity chef Tim Mälzer, the German equivalent of England’s Jamie Oliver or America’s Todd English and Aliya LeeKong. After my flurry of recent questions, I refrained from pushing the boundaries further, giving Agora time to observe her surroundings in peace. We made our way down Alsterufer, a perfectly descript name for a street that runs along the shore, in German “Ufer”, of the lake. It also happens to be home to the U.S. Consulate General. After the September 11 terrorist attacks, the street was equipped with protective measures. While her gaze shifted toward the magnificent neoclassical building modeled after the White House, mine wandered in the direction of the Alster. I had the same satisfaction standing here in my black dress shoes as I did jogging along the water in my white running shoes every Monday and Wednesday morning, when I am in Hamburg, that is. How beautiful the Hanseatic city was.

“Kaufmann,” Agora muttered to herself with a morose expression. In English, this word translates to businessman or merchant – a popular profession in Hamburg’s history. Her abrupt leap to Hanseatic merchants, in my opinion, shed a positive light on her corporate development. After all, the values attributed to these merchants – reliability, decency, and fairness – have always been admirable traits and will shape economies more than ever in the future. Sustainable management and social responsibility are not just characteristics of times past but crucial components for qualitative economies of the future.

However, this was not always the case. When the widely cited concept of honorable merchants originated in 1517 with the founding of a syndicate by the same name, “honorable” did not have the same ethical connotation it does today. The term honorable referred to success, and the Hanseatic merchants were certainly successful. They took advantage of the expansion of maritime trade and established Hamburg as a hub. In doing so, their motives were more grounded in economics than morals. It was simply good business practice to have a good name worldwide. On the other side of the world, different laws applied, sometimes none at all and often changing. A handshake, trust and connections without short-term thinking were fundamental. As entrepreneur and Order of Merit recipient Alwin Münchmeyer once put it, the shift from honorable merchant to ethical businessman became especially apparent after Nazi Germany. The “elite” merchants behaved like the three wise monkeys – hear nothing, see nothing, say nothing. Only after the collapse of Lehman Brothers and the resulting financial crisis did social responsibility become a more key business objective. And this objective is built into Agora’s current philosophy. But the serious tone with which she repeated “Kaufmann” did not align with my perception of a future-proof orientation toward qualitative economics.

“Agora?” I prodded. She reflexively turned to me. “The pressure of Chinese competition on our markets is increasing day by day.”

I could understand her concern regarding China. The observed deterioration of capitalism coincided with a surge in state capitalism. The economies of Western countries could have been a catalyst for the shift to a qualitative economy, except that many companies were just beginning to understand the extent of China’s economic power expansion.

“Would you like to go for a ride? I have something I want to show you.” I needed to find a way out of the metaphorical dead-end Agora presumably wandered into. Once again, it was time for a change of scenery. My car-sharing app indicated an available car only a few feet away, across the street from the Fontenay Hotel.

“Wow,” remarked Agora when I started the ID.3. “Barely noticeable,” she commented – referring to Volkswagen’s electric car, which should make life less easy for Tesla. Moments later, we were driving along the opposite shoreline of the Outer Alster, a popular tourist bus route showcasing the stately villas and immaculate gardens of Hamburg’s wealthy residents. Less than 20 minutes away, at the multicultural Holstenplatz, stood our former headquarters – a large office building whose top two floors housed our team for many years.

“I’d love to show you our company’s past,” I said as I steered the car into the parking garage. We took the elevator to the top floors, its doors opening to reveal the lobby of our old office. Now empty, our company letters embedded into the parquet floor were the only evidence of our tenure. Agora looked out the large front windows that, in her words, resembled the command center of an ocean liner. Now that the sky was quite clear after the rain, the view over the city roofs was dreamy. The Elbphilharmonie Concert Hall was visible to the southeast, and the harbor cranes to the southwest indicated our proximity to the Elbchaussee. “That’s the way things were yesterday.”

She turned to me with a curious expression. “This place is lovely, isn’t it? Why is this the past?”

“The future of work doesn’t include bosses and employees operating naturally behind closed doors. As a forward-thinking company, we don’t want to feel trapped in the offices of yesterday – despite how beautiful they may be. Instead, we want to set an example for the future of work. Creativity and sociability, by which we mean collaborative interaction, are the decisive factors for human interaction, indeed the unique position of humans compared to machines. These two parameters make the independent societies of this world fit for the future. In the past, companies accrued wealth through products and services, often painstakingly established over decades. In today’s world, however, you can’t rely on past successes.” Karl Lagerfeld, the late Hamburg native and creative director at Chanel, once said something along the same lines. Agora’s mouth stretched into a smug smile. She seemed to have understood my reference to her outfit choice.

“Places like this used to be the benchmark of corporate success,” I said, walking through the executive suite with my arms outstretched. “Elevators doors opening directly into the office, corner offices for well-deserving colleagues, receptionists, automatic doors with sound-absorbing technology, a management suite on the highest floor. But the world has changed. People have become more mature and have a much stronger need for inclusion, meaningfulness in their actions and empowering experiences. This is especially true for knowledge workers. The team, the collaborative community, is held in much higher esteem. This sense of community will become even more prevalent in the future. We have therefore decided to actively enable our employees to enjoy participative thinking and the fun of working together through appropriate office environments. And because we’re not isolated from other companies, we can befriend interesting and inspiring individuals. In togetherness, rather than mere coexistence, the word ‘community’ takes on a whole new meaning.”

Agora’s skepticism, apparent before I had finished speaking, mirrored the attitudes of many corporate leaders. She probably assumed these statements held true for start-ups but not companies of her caliber. “Anyone who assumes co-working environments are only suitable for freelancers and start-ups is sorely mistaken. Around half of such spaces worldwide are occupied by major corporations. Most people are just unaware of this statistic.”

“I’m still not sure how this will benefit me, but – at the very least – you’ve made me curious.”

“As I had hoped. Now let’s examine the future.”

Topic 3Gänsemarkt Site Visit.

Fifteen minutes later, we found ourselves cruising through the inner city, which bustled with an inspiring mix of international tourists, teenagers outside their favorite stores, laid-back locals, high-end shoppers, and well-dressed bankers – the latter of whom our offices seemed somewhat suspect. We were en route to the parking garage of our company’s new downtown office.

As we stepped out of the elevator and onto the second floor, Agora strode confidently through the glass doors as I held them open. We entered the large, bright room furnished with long desks and comfortable seating. While she looked around, I waved to a group of employees occupying a large wooden table at the center of the room. A few team members worked comfortably from armchairs, though they did not take notice of us. Two people made a video call in a small glass conference room to the right. And in the far corner, an interview with a CEO was conducted for Futurecast, a video podcast series about future outlooks.

“That’s interesting. Your employees seem…how should I put it… equally concentrated and relaxed. A pleasant atmosphere, I must admit. But will this be feasible for a corporation like mine? We are the best in our industry, and, to keep it that way, we have to have good management and a clear structure. Does that make sense?”

“In my personal experience, communal work environments can get by with less hierarchy and increase productivity at the same time, regardless of the size of the company. Employees begin to care less about their individual successes and more about a common team goal that’s bigger than themselves. Can I get you anything to drink? A coffee or water?”

Instead of answering, she pulled a Coke from the refrigerator. I took a glass from the cupboard, extending it in her direction. She declined, taking a sip directly from the bottle. I did the same. As we walked towards a vacant couch, she asked, “How do you get your employees to do what they’re supposed to?” As I began to answer, Agora’s cell phone rang. Looking at the caller’s I.D. she said, “Please excuse me; I have to take this.” She got up and walked toward a nearby window.

I opened my MacBook to check my emails. At the top of my inbox was a message from a female coworker with whom I had spoken this morning about an important but difficult client. “How should we approach this issue?” I had asked her. After detailing her plan of action, she had asked if she could send me a draft. I now read each line with enthusiasm. The solution was excellent, and the wording was brilliant. As I wrote back to send my approval, I noticed the email had already been sent to the client, a CEO of a large corporation – without my go-ahead.

Agora’s raised voice snapped me out of my thoughts. “This can’t be happening. As soon as I leave, everything goes wrong.” Agora paced back and forth. So as not to seem intrusive, I picked up my phone and dialed the coworker.

“You’ve already sent the email, yeah?”

“Yes! Did I miss something?”

“No, nothing. In fact, it was perfect. No room for improvement!”

“Okay, then why wouldn’t I have sent it?”

“Touché,” I replied, proudly acknowledging a job well done.

Agora returned to the couch and apologized for the interruption. “Where were we?” “You wanted to know how I get my employees to take responsibility and be successful. My answer: they do that themselves. It’s about working towards a common goal with individual responsibility. People who have been in the workforce for upwards of 30 years are used to being submissive. But the younger generations view authority differently. They’re less trusting of authority and more concerned with digital competencies.”

Agora sat back down, took a sip of Coke, and gave me her full attention. “Young people these days navigate the world much differently, above all virtually. According to scientists, their brains have developed new neural pathways. It’s evident in my own children. Never before in the history of mankind have eight-year-olds been more competent than their elders at a crucial skill – which is, in this case, digital media. I could imagine that you have the same problem in your company.”

“But I don’t strictly employ young people. My team is extremely diverse. Perhaps I should tell you more about us.”

“Gladly.” I sat back and thought again about the buttered fish idiom.

“You must know that we have a lengthy history. 2,300 years, to be exact. Admittedly with some ups and downs in between.” Excuse me? Which company was that? I was beginning to feel uneasy about Agora. But I decided to listen quietly, assuming she had misspoken. Maybe she meant 230 years, which is still an above-average company lifecycle. “I was the founder,” she added casually.

Excuse me? The founder – 2,300 years ago?

“Needless to say, we have overcome countless challenges in the past. So, I’m confident in our continued success and reputation.”

“But?” I asked. This backward-cast self-confidence was beginning to bother me. Why do so many entrepreneurs ignore the fact that yesterday’s successes do not determine tomorrow’s security? I didn’t want to lecture Agora, so I refrained from interjecting further.

“Well, over the last ten years, I’ve observed an increasing divide between leadership and the workforce – as well as within the workforce itself.”

“And what do you attribute that to?”

“I hinted at this briefly. My people seem fed up and complacent. No one can agree on larger goals.”

“Can you give me an example?”

“Let’s look at our American office, for example. Within his first four years, the predecessor to the current CEO managed to cause several revolts and once actually did. His predecessor, in turn, improved the mood within the company, which earned him a four-year contract extension. After his tenure, he wrote about it in a book. What did it say? Let me check…” Agora opened her bag, taking out a pair of reading glasses and a small notebook. Then she read aloud, “Our democracy seems to be teetering on the brink of crisis – a crisis rooted in a fundamental contest between two opposing visions of what America is and what America should be.”2 She looked up from her notes and said, not without some indignation, “What do you think?”

LADY LIBERTY.

The Statue of Liberty between New York City and Jersey City was declared a World Heritage Site in 1984. It is a work of art, a living symbol of freedom and one of the tallest statues in the world. It was given to the USA by France as a sign of international friendship and represents Libertas, the goddess of freedom. The monument holds a raised torch in her right hand and carries a plaque with the date of the American Declaration of Independence in her left. A broken chain lies at her feet, symbolizing liberation from oppression. It was dedicated on October 28, 1886.

Preta research findings are regularly correlated with the Democracy Index in fact prints. The freedom icon then shows the place of each country in the ranking.

I knew those lines. Where had I heard them before? Before I could react, Agora continued: “There was once a time when managers were committed to a shared vision. But that was a long time ago. Today, everyone has become so compartmentalized. The majority of people argue about the various interests and everyone tries to blame the other. In the meantime, it seems to me that this drifting apart is unstoppable.”

As Agora spoke, it dawned on me where I had heard the lines written in her notebook. They came from the biography of an American president. And it suddenly became clear who was sitting in front of me. The moment gripped me, which rarely happens in business settings. I began rubbing my thumb across the soft skin on the base of my right ring finger, which holds the wedding band in countries like Germany or Norway. This is something I hadn’t done for years. I avoided wearing a wedding ring so I wouldn’t be tempted to play with it. The plan worked – until now, that is. What if I was wrong? What if my assumption embarrassed me to the bone? Though, if I were right, the inconsistencies surmounting since Agora’s arrival would finally add up. She was throwing around business terms like “market leader,” but I suspected she wasn’t from the business world at all. 2,300 years was right – I hadn’t misheard her. I hardly liked to say it, but I was in the middle of a conversation with a possible client I had always wanted: Democracy!

DEMOCRACY WORLD CHAMPIONS.3

Country

Democracy Index

Norway

1

New Zealand

2

Finland

3

Sweden

4

Iceland

5

Denmark

6

Ireland

7

Taiwan

8

Australia

9

Switzerland

10

Canada (12), UK (18), USA (26), India (46)

Since my youth, I’ve had an interest in politics and democratic systems. From an early age, I wanted to shape society. Over time, the subject of political will formation became a hobby of mine. That’s why, at 15, I volunteered as editor-in-chief for a political party’s youth organization. But my newspaper career ended abruptly but willingly, when a chancellor candidate I disagreed with won the nomination.

Hiding my surprise – which took much effort – I followed up: “Are you referring to the man whose grandmother encouraged him as a young boy to ‘use his cheeky mouth for something more meaningful’?” With a small grin, Agora confirmed my suspicions. I was right! She was pleased with my use of a childhood story as an identifier instead of opting for the Nobel Prize or key political data to describe Barack Obama. Of course, she understood the question as rhetorical. At least now, I was sure. We shared a long glance. My sympathy for this contradictory and argumentative woman increased by the minute. Perhaps for that very reason, it didn’t stop me from disagreeing with her right away. And, thus, also Obama. The crisis of American democracy, which began long before Trump was appointed president, did not stem from a conflict of opposing viewpoints.

“Your former CEO,” I said deliberately, referring to Obama with the business title she had chosen earlier, “has rightly earned a respectable place in history books. But his statement also proves how becoming caught up in the inner workings of politics can lead to a lack of necessary objective analysis.” Wham, that was a hit! Her slightly narrowed eyes told me otherwise. Not only had I insulted the 44th president of the United States, but I had also insulted her. Agora took a moment to collect her thoughts, reaching for her Coke. She stood up and made her way back to the window. Turning to me, she toasted me with a wink.

“From your point of view, do the people in your company,” I deliberately continued to use the business terminology she had chosen, “have a clear idea of what democracy means in practice, i.e., beyond important but initially empty concepts such as freedom, equality, and justice? After all, even dictatorships like North Korea call themselves a democratic people’s republic. In your own words, what makes your product attractive, lively and above all worthwhile for your people? What helps leaders see beyond the work itself? And what helps citizens to not make themselves comfortable in a half-hearted satisfaction? As the saying goes: ‘We watch from the sidelines to see who’s next in charge. But we can’t participate.’”

WHAT CONSTITUTES A DEMOCRACY?

The fact that many of the least free countries in the world, including the dictatorships of Russia, China, Iran and North Korea, call themselves “democratic” underlines the appeal of democracy. Many countries fake elections. But elections alone do not constitute a democracy, especially not if they are rigged. Genuine democracies are characterized by important criteria. These are the top 7:

1. Public approval.2. Free election.3. Institutions that are independent of each other and can be held accountable.4. Regular turnover of power and ability to self-correct.5. Scrutiny of the people who hold power – through an independent press and society.6. “Equal” justice, fair competition, and human rights for all.7. A better life that is characterized by stability and freedom, including freedom of expression.

Above all, however, democracy is not just a form of government, but also a way of life. (Stay tuned!)

“Please, Professor, it’s obvious! We have the best product,” Agora defended the democratic form of government with visible irritation. Apparently, I had hit a sore spot. This arrogance was one possible cause of the disinterest with which people perceived democracy, as Agora had complained. To overcome this obstacle and prevent the downfall of democratic values, we first had to find out when and why people’s trust has been lost. When I was a young father reading a book on democratic education, I realized that children also impact our political consciousness. I was born in 1962, my parents’ generation lived primarily in a democracy, but they used autocratic education methods by punishing negative behavior and rewarding positive behavior. After reading the book, I asked myself: How can I educate my children in a contemporary way? What values do I want to pass on to them? What kind of world do I want them to grow up in? And how can I help them to positively impact the world around them? The most important democratic educational principle seemed to be the lesson of courage. I wanted to empower my children to understand their actions’ logical consequences – not simply do something because they’ve been told to. Even before fatherhood, I noticed children retreating to comfort and inactivity in difficult situations instead of tapping into their creative potential when they experience situations that negate their self-worth. That is why, when my three sons and daughter were small, I taught them to crawl down the stairs backward instead of installing baby gates. I also permitted them to set the dinner table. Yes, we had our fair share of broken dishes, but I’d much rather damage a plate than my child’s self-worth (a fundamental human right, in my opinion). In retrospect, democratic education requires consistent attention and engagement. If my children questioned any rules, we would have an open discussion and come to a joint decision. This required time, energy, and, above all, consistent action. Even though my children sometimes broke the rules because of their courage, I knew they were not afraid of life and took responsibility for their actions.

The pace Agora set earlier in our walk was so out of step with the slowness of democracy: another possible cause of the declining competitiveness of many liberal nations. No wonder she perceived China as direct competition. While in many democracies, regulators hindered economic growth, the People’s Republic was developing into a superpower at breakneck speed. They promised the Chinese people “prosperity for all.” And so far, they have delivered results. Unfortunately, this change did not happen democratically. How would the Chinese people relate to their autocratic government when this goal of prosperity was one day achieved and intangible demands, such as freedom and self-determination, were diametrically opposed to the form of government?

Agora had retreated into her thoughts too. Much like when we stood outside the U.S. consulate and she said “Kaufmann”, a serious expression crossed her face. I thought about it, and – all at once – something occurred to me. She had not been thinking of Hanseatic merchants, Kaufmann in German, earlier but of the Gauleiter and Hitler’s representative in Hamburg: Karl Kaufmann.

According to an inaccurate legend, Kaufmann saved Hamburg from further destruction during WWII by surrendering the city to the Allies in May 1945. However, he only intended to make a “clean exit,” as historian Frank Bajohr of the Research Center for Contemporary History in Hamburg put it in 2011. In fact, the most destructive decision in Germany’s history was his doing. In September 1941, he personally approached Hitler to request all Jews living in Hamburg be removed. Kaufmann’s initiative provided the momentum for the deportation of Hamburg’s Jewish community and, later, the deportation of all German Jews.

“When we were standing along the banks of the Alster earlier,” I asked Agora, “were you thinking about Reich Governor Karl Kaufmann? And how he seized that magnificent white building and many others through coerced sale or expropriation for National Socialist purposes?” She nodded. “And of the fact that your British colleagues were the first to ensure the restoration of democratic justice, of which property protection is a crucial element?”

“Yes,” Agora replied, “that’s an important ‘Reason Why’, isn’t it? We have so many ‘Reasons Why,’ don’t we?”

Yet again, she was referencing an economic term that outlines a reason for purchasing a product or provides evidence of a value proposition. A Reason Why aimed to validate a consumer’s purchase decision with actual or subjectively perceived facts, resulting in a positive feeling of having chosen the right product.

Property protection, for example, was a substantiated value proposition for democracy because a democratic country had actually protected property. Agora was right. A large portion of the population has taken for granted democracy’s benefits: freedom, for example; life without coercion and oppression; independence, which allows people to act as they please without constraint; the equality of all people under the law; also in the case of elections; equal opportunity; and, coming full circle, the protection and guarantee of property, as Agora had mentioned along the banks of the Alster. Although tension surrounding the subject of equality has prevailed since the signing of the Declaration of the Rights of Man and of the Citizen, passed by France’s National Constituent Assembly in August 1789. At the heart of the debate was the demand for social justice. The welfare state provided basic necessities as it was not economically possible to achieve equality. The sum of these advantages, which made life worth living for many people, was provided by democracy.