However high the degree of automation may be, industrial production operations are ultimately always designed and implemented by people. That is why management and leadership is and remains the decisive factor for industrial success – even and especially in times of crisis and transformation. A high level of managerial quality across the board can only be achieved through corporate guidelines of management and leadership as well as systematic manager development based on these guidelines. The Complementary Management model offers an optimal theoretical basis for this, regardless of whether it is implemented in a complex or lean manner. With its three model elements, it describes the relevant aspects that need to be configured specifically for each company: 1. the structural and people management tasks that define the framework and performance conditions to be created through management and leadership; 2. the complementary management roles based on controlled self-management and needs-oriented intervention; 3. the regular and on-demand routines (= activities) that fill the calendar and in which these tasks and roles are implemented. These three timeless and generalizable specifications provide the necessary orientation for individual and situational management and leadership behavior in everyday life. They describe the managerial profession in a much more concrete and comprehensive way than is usually the case – and thus with a similar degree of precision and verifiability as other industrial production processes. The exhibition stand offers an opportunity to find out more and talk to the developer of the model about its application, managerial problems, and research projects.
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