More than ever before, this will require inspiring managers with strong leadership qualities. This focus on a fresh performance culture is also underpinned by the Otto Group’s HR decisions as part of the generational change, which is not only evident at shareholder level and the Group Executive Board.

There have also been new appointments at the helm of many of the Group companies, all of whom exhibit outstanding leadership qualities and have one thing in common: the conviction that a resultsoriented organizational culture with significant entrepreneurial freedom is the essence of sustainable success.

A Tuesday in April. Dr. Boris Ewenstein, who joined OTTO in May 2024 as Member of the Management Board Retail and Marketplace, strides purposefully through the bright and spacious atrium in the new main building of the Otto Group’s largest company. His most important managers, who report directly to him, are waiting in the meeting to discuss the current business situation with the former McKinsey partner and top manager at Zalando. Boris Ewenstein seems very focused and prepared, with his laptop and pages full of notes in front of him. He asks his colleagues specific questions, maintains a clear and direct approach while always being polite. He also allows space for responses.

This reflects the 47-year-old’s understanding of leadership: “Listening carefully is always helpful. You will only really understand other people if you listen attentively.” And there is another aspect that really matters to him: “Leadership means responsibility – for issues, colleagues and customers. So good leadership primarily means caring. Leaders are at the service of those for whom they have accepted responsibility. Not the other way around.”

Andrea Becker, the second new member of the OTTO Management Board and responsible for Finance, Human Resources and Customer Service, expresses her idea of good leadership in very similar terms. It’s about really getting to know and understand the other person, being empathetic, and not just trying to get your own message across. “I am really passionate about developing talent, identifying, encouraging and developing potential future managers,” says the business and finance expert, who earned her spurs in senior positions at Procter and Gamble and Zalando, among others. To continue building a genuine performance culture, it is important that managers define clear expectations, communicate a persuasive, inspirational vision and explain why a company will still be successful in ten years’ time. “This clarity motivates people to work together towards a common goal.”

Switch in location. Matthias Wlaka stands at the window of his office on the top floor of Bonprix headquarters. The IT graduate has been responsible for the fashion company’s entire IT landscape as Chief Technology Officer (CTO) since January 2024 – and is now looking out onto a construction site.

A fitting image, because Bonprix is also undergoing significant transformation: Operating in more than 25 countries, the company has optimized processes, changed structures and continued to develop over recent months to remain successful in the face of increasingly stiff competition. Matthias Wlaka is willing to rise to the challenge.

He changed the entire organizational structure of IT in March, rolled out a new management model and recruited two new Vice Presidents to work with him to make the Bonprix IT of the future a reality. The 51-year-old seems very thoughtful in discussions and focused on his counterpart. He has a good grasp of human nature, is quick to make decisions and is direct and clear in his communication.

Matthias Wlaka is convinced that the leadership style must always be adapted to suit the situation. This is because leadership is not an end in itself; it must be goal-oriented: “It’s about first considering what I want to achieve, and then deriving which leadership model and leadership personalities I need to get there.” To enhance the performance of the IT teams at Bonprix, the CTO pays particular attention to the composition, size, skills and diverse characters. “When the structure fits and results follow, then employees become engaged; that’s the foundation for ambition and high performance.”

His colleague Carolin Klar, Managing Director Product, Sourcing and Corporate Responsibility, shares the belief that a key to success is seeing teams as systems rather than merely the sum of individual strengths. It is about consciously combining diversity in the sense of different skills in teams. And this approach yields outstanding results.

Her strengths as a manager include the ability to listen, to show trust, appreciation and respect for others and to be enthusiastic about new topics. “I try to provide support, help with problems, act transparently and keep things in the right perspective. At the same time, I am very clear in expressing my expectations, but give my counterparts the freedom and creative leeway to put them into practice.” This is consistent with Carolin Klar’s fundamental understanding of leadership: “Leadership should take place at eye level. Directive leadership is becoming less and less important in favor of enabling and coaching.”

Katrin Behrens would definitely agree with this. Since March of this year, she has been CEO of Otto Group One.O – the Otto Group’s central partner for strategy consulting and technology – where she manages around a thousand employees at eight locations in Europe and Asia.

Katrin Behrens highlights the importance of motivation, communication and persuasion. What is more, good managers must be able to remain confident and make sound, clear decisions, especially in fraught and stressful situations. “It takes courage. My positive mindset helps me to radiate and convey confidence and optimism. And let’s not forget humor.”

© picture credits Nicholas Andrews, Andreas Sibler, OTTO, Jan Schultchen, Timo Schoenfelder, SupplyX