I recently saw an interview with Warren Buffett. The billionaire commented on economic developments. Exciting. I shared the video. A friend who knows his way around the financial world replied: „That’s fake. Buffett doesn’t give such detailed interviews.“ He was right. Wow! This episode reveals a contemporary problem: fake news, which is not new. But the perfection with which it is produced today is new. Deepfakes, AI-generated content – the line between truth and fiction is blurring. Everyone needs to deal with it. Especially in business.

Fake News Spreads Quickly

An MIT study* shows that fake news spreads six times faster than verified information. Not because it is more credible – it’s the opposite: it has a greater emotional impact. So we tend to believe it. These days, the credibility of information depends less on its source than on whether it fits our world view or our beliefs. And this is precisely what people in positions of power systematically abuse: They use these cognitive patterns to set their narratives – whether in organisations, politics or markets. Those who are unaware of their own filters become easy prey.

How to Check the Credibility of News

I think it’s a good idea to reconsider whether an information is true or false. These questions may help:

Who says it – and why? Is it based on expertise or economic interest?

Is it also true in other contexts? A fact can be correct and still be misinterpreted.

How emotional is the message? The more emotional it is, the more it’s worth pausing to reconsider.

This seems banal – but at the same time, it is existential. Those who make decisions without questioning the quality of information are making emotion-based decisions. And that can be dangerous.

What Does This Mean for Business?

In executive search, we operate in data-driven worlds. But data is never neutral – it reflects what has been collected, filtered and weighted. In pharma and medtech, we know that data can prove or blind. A CV can look impressive and still be manipulated. A market trend can be real and still be misinterpreted. A good researcher must recognise motives, tolerate contradictions and understand how truth is constructed in different cultures and companies. This is not optional – it is the basis of good judgement.

The Bottom Line

Fake news is not a media problem – it is a reflection of our own perception. The trick is not to expose all lies. The trick is to know your own filters and use them consciously.

In our daily business life, judgement has become a key skill: between data and interpretation, between knowledge and wisdom. Between what we want to see and what actually is. As the historian Yuval Noah Harari says: „In a world dominated by data, the most important skill remains the ability to distinguish between truth and illusion.“

Have you fallen for perfectly made fake news too? How did you notice?

Vosoughi, S., Roy, D., & Aral, S. (2018). „The Spread of True and False News Online.“ Science, 359(6380), 1146-1151. https://doi.org/10.1126/science.aap9559; The study examined all verified true and false news stories on Twitter from 2006 to 2017 – approximately 126,000 stories that were shared by around 3 million people across 4.5 million tweets. The finding: False news is roughly 70% more likely to be retweeted than true news.

Der Beitrag What The Fake? erschien zuerst auf Blog | kanzlei.jobs.

The world of recruiting never stands still – and certainly not when it comes to the use of AI. Tools for automated candidate searches, matching algorithms, interview analysis via video AI or chatbots in applicant dialog: The list of new possibilities is getting longer and more complex. But with all this progress, the same question arises again and again: which of these are really helpful in everyday life?

We will be taking this question with us to the BIG BANG AI Festival in Berlin in September (https://bigbangfestival.de)

Between curiosity and sensory overload

As an executive researcher, I experience the challenges in recruiting on a daily basis: A shortage of skilled workers, confusing markets, rising expectations from applicants – and enormous time pressure on the company side.

At the same time, we are experiencing AI hype that promises a lot: more efficiency, better decisions, scalable processes. But how much of this really works in regulated industries such as pharmaceuticals or medical technology? And where are the pitfalls – for example in terms of bias, data protection or acceptance within the team?

These are the questions we will be asking at the festival

The BIG BANG KI Festival will bring over 6,000 participants, 250 speakers and tech innovations to Berlin on September 10 and 11 – an ideal setting to engage in an exchange with a clear view and critical thinking.

Our key questions:

– Which AI tools deliver real added value in recruiting?

– How can new solutions be tested in a meaningful way – without turning everything upside down?

– What are good criteria for evaluating tools (e.g. integration, fairness, user-friendliness)?

– What are the new requirements for recruiters themselves?

We don’t just want to consume trends – we want to classify, examine and test them.

Fancy an exchange?

We’ll be in Berlin in September – and open for discussions. If you want to network or reflect together, please get in touch. Until then, we’ll remain critical, ready to learn – and curious about what’s to come.

by Stephan Breitfeld

Der Beitrag AI in recruiting: buzz or benefit? erschien zuerst auf Blog | kanzlei.jobs.

It’s always the right moment to reflect on fee structures.

The question of appropriate consultancy fees often leads a shadowy existence – rarely addressed openly, even less frequently thought through strategically. Yet the quieter summer months offer an ideal opportunity to reflect on a fundamental business reality: Why do consulting services cost what they do? And why is this pricing not only justified but economically essential?

The Hidden Cost Drivers

Current industry analyses make it clear: Daily rates in consulting are far from arbitrary. They follow detailed calculation models that reflect the realities of the business. Personnel expenses – including social contributions – make up nearly two-thirds of all costs in management consulting. This alone illustrates how people-intensive the industry is.

But the visible service is only part of the equation. A large share of expenditure is tied up in non-billable work: market research, preparation of complex proposals, and client discussions that don’t result in an engagement. On average, consultants spend around 20 working days per year on offers that don’t convert. It is evident that successful mandates must also absorb the cost of unsuccessful ones.

Specific Challenges in Project-Based Services

Executive research and similar specialized consulting fields face additional challenges. Costs arise from deep preparatory work, multi-step assessment procedures, and intensive personal conversations – often invisible, yet decisive for project success.

This investment in quality pays off. International studies show that failed C-level hires can cost companies three to five times the annual salary of the position in question. In this light, a thoughtful fee structure is not about profit maximization – it’s about minimizing risk.

Time for Transparent Communication

While pricing may seem an unglamorous topic, its importance goes far beyond individual industries. At its core, it’s about the value we place on expertise, the trust we build through structured processes, and the courage to talk openly about economic realities.

Especially in times of increasing AI integration, human judgment and experience become key differentiators. Companies that take this seriously should use the summer slowdown to reflect on their pricing models – and to communicate openly what high-quality consulting really costs and why it’s worth the investment.

This perspective builds on thoughts shared by Dirk Lippold and other experts who have long called for greater transparency in the economic foundations of consulting services – insights that remain highly relevant today.

Your Experience Is in Demand

How do you handle the topic of fees – whether as a consultant or a client? Which strategies have helped foster transparent communication and mutual understanding around costs? Where do you see the greatest added value – and where the most frequent misconceptions?

Share your perspective in the comments. Because only through honest dialogue can we develop fair and comprehensible standards – together.

Der Beitrag Why Good Advice Is Expensive erschien zuerst auf Blog | kanzlei.jobs.

Between high-tech and knowledge of human nature

Executive search relies on experience, intuition – and now more than ever on intelligent technologies. Everyday consulting is changing noticeably: artificial intelligence (AI) and digital tools are a concrete companion in day-to-day business.

Digital tools along the entire customer journey

We use generative AI specifically in preliminary research – for example to identify target companies or to create initial text modules. Platforms such as Heygen enable video presentations, while tools such as DeepL or transcription AIs save valuable time during correction and documentation. Even the individual candidate folder is now created with the help of AI: It contains location, salary range, skills profile and an individually calculated Z-score for comparability.

Our aim is to offer our clients full transparency at all times. With digital “Search Strategy Reports”, we create a comprehensible basis: insights into the target companies, classification of candidate profiles, project progress – everything can be viewed at any time. The client decides for themselves when and how intensively they want to be informed.

100% digital – if desired

Our processes are – if requested by the customer – completely digitalized: from initial contact to structured online interviews and in-depth assessments using external scientific tools. But one thing remains constant: direct human contact. Authenticity, trust and empathy are particularly important in the sensitive area of top-level appointments. Conversations about shared interests such as sport or travel create closeness – sometimes more effectively than any algorithm.

Obstacles? Resources rather than resistance

We hardly encounter any technological barriers – data protection is regulated and acceptance is high. The greater challenge lies in implementation: time and budget often limit what would have been technically possible long ago. The ideas are there – the practical integration is the bottleneck.

Outlook: Advice will be modular and AI-supported

In five years‘ time, consulting will be even more individualized. Customers will book more targeted modules – from market analysis to candidate evaluation. AI will take on a valuable assistance function: as a sparring partner, data analyst or copywriter. I remain convinced that executive research is a people business – no matter how powerful digital tools may be. Highly specialized knowledge, market expertise, situational sensitivity and personal responsibility cannot be outsourced. This is precisely the raison d’être of professional researchers in the future: they combine the best of both worlds – technology and human judgment.

Der Beitrag Consulting in transition: How AI and digitalization are changing the everyday life of consultants erschien zuerst auf Blog | kanzlei.jobs.

How companies are revolutionizing their approach to talent acquisition

In the first part of our article, we highlighted the growing importance of skills-based recruiting. But how can this concept be implemented in practice? And what challenges are associated with it?

From requirements profile to skills matrix

The transition to a skills-based approach requires a fundamental change in perspective: the focus is no longer on the traditional career path, but on the skills that are actually available. This involves the use of a skills matrix that specifically defines the skills relevant to a position – regardless of how and where they were acquired.

New selection process: AI-supported analyses and simulation-based assessments

Traditional application folders are becoming less important. Instead, evidence-based procedures are gaining relevance. Skills mapping helps to precisely identify key competencies. Simulation-based assessments allow candidates to be observed in real-life scenarios. Data-based skills analyses create a more objective basis by incorporating existing work samples, structured case studies or digital footprints.

Executive researchers routinely use these tools for the benefit of their clients, supplementing their own expertise to precisely identify skills and potential – always in the context of the vacant position and the specific corporate culture.

Challenges in implementation

As promising as the concept is in theory, its implementation is challenging. One key point is the necessary cultural change. In many companies, the focus on formal qualifications is deeply rooted. The traditional screening of CVs conveys a sense of security – a rethink in HR departments and specialist areas is therefore essential.

The measurability of skills also poses a challenge. While qualifications or professional experience are clearly documented, the assessment of skills requires reliable yet flexible methods. Competency models that are too rigid can overlook individual strengths, while purely subjective assessments are prone to bias.

Added to this is technological integration. New analysis tools and AI-supported systems must be seamlessly integrated into existing HR processes in order to utilize their benefits efficiently.

Last but not least, regulatory aspects play a role. In some markets and industries, traditional requirement profiles are enshrined in law. Companies must therefore ensure that new methods meet both internal compliance guidelines and legal requirements.

Conclusion

Skills-based recruiting can help companies to identify talent more precisely – provided that the methods are used professionally. Executive research combines analytical tools with human expertise and strategic advice. The result is a sustainable selection process that goes beyond short-term trends.

Read a concrete best-practice example in the next article in our series: How a medical technology company successfully filled a key position with skill-based executive search.

Der Beitrag Rethinking recruitment: From job titles to skill competencies erschien zuerst auf Blog | kanzlei.jobs.

In today’s fast-paced world, the quest for balance and wellness has become more crucial than ever before.

Could a personalized wellness journal be a holistic approach to help you track your goals, prioritize self-care, and reflect on your journey towards a healthier, more mindful life? To build resilience and stay strong in all the razzle-dazzle? Have you tried the four basics like:

Physical – Exercise and a healthy diet provide a strong foundation,

Emotional – Emotional intelligence helps to deal with setbacks,

Mental – A positive attitude promotes constructive problem-solving,

Energetic – Balanced life energy creates inner strength and calm?

The benefits of a personalised wellness journal could be higher Self-Awareness by encouraging introspection, helping you identify patterns, triggers, and areas for improvement.

To reduces Stress by writing down worries or reflecting on gratitude can ease anxiety and promote emotional clarity.

It improves Accountability by seeing your progress on paper or digital motivates you to stay committed to your wellness goals.

Encourages Mindfulness – it creates space for mindful practices, helping you stay grounded amidst life’s chaos.

Supporting your long-term growth when tracking your journey and allows you to celebrate milestones and identify strategies that work best for you.

Assumption

A personalized wellness journal isn’t just a tool; it’s a commitment to self-care and growth.

Make it your own—because the path to wellness is as unique as you are.

Whether you’re using it to manage stress, build healthy habits, or find balance in your daily life, it will serve as a compass on your wellness journey.

Your personalized wellness journey is a lifelong process. Start small, stay consistent, and celebrate every milestone along the way!

What is your experience?

Der Beitrag Have you ever tried a personalised wellness journal? erschien zuerst auf Blog | kanzlei.jobs.

by Stephan B. Breitfeld

I read an interesting article recently on artificial intelligence (AI) in ghostwriting and it made me think deeper about where I stand on the topic. Sure, there is no doubt that in today’s digital world, AI is becoming an increasingly powerful tool for creators across many fields, particularly in writing. From generating content in seconds to helping with grammar, editing, and even crafting headlines, AI is transforming the way we produce and consume written work. But what does that entail for the craft? And for the actual human beings who live from writing? And for all of us readers?

What AI can do

While the capabilities of AI are remarkable, there is an equally compelling argument for balancing its use with a human touch, especially when it comes to creative expression and maintaining a personal, individual approach in writing. In General, there needs to be a balance of the human art of writing that thrives on personal voice, emotion, and nuance—qualities that AI, for all its sophistication, cannot fully replicate, and embracing new technologies. Let’s be honest: AI-driven content creation can be incredibly efficient. Writers can use tools to generate ideas, complete drafts, or provide stylistic suggestions almost instantly. This can speed up the creative process, allowing more room for refinement and other creative pursuits.

What AI can’t do

Yet, relying solely on AI risks sacrificing authenticity. One of the most important aspects of writing is connection. Writers connect with readers through shared experiences, perspectives, and feelings. AI can process vast amounts of information and provide well-structured, factual content, but it does not experience life. It cannot reflect on personal growth, moments of vulnerability, or the complexities of human relationships in the way that a human writer can. It’s the subtle, sometimes imperfect, touch of human creativity that resonates deeply with an audience. Moreover, writing is often a journey of discovery that is deeply valuable with the organic development of ideas, the moments of surprise that come with exploration, and the intellectual satisfaction that arises from grappling with complex concepts.

Balance, baby!

That said, there is a place for AI in writing, and a hybrid approach can be highly beneficial. Writers can use AI as a tool to support their creativity, whether by automating repetitive tasks like proofreading or enhancing research capabilities by quickly analyzing large datasets. AI can assist with refining tone, suggesting synonyms, or providing structure when a writer is stuck. By leveraging AI in a way that complements rather than replaces their creative process, writers can free up mental space to focus on what truly matters—developing ideas, honing their voice, and connecting with their audience on a personal level. Maintaining this balance is key to preserving the richness of human storytelling.

While AI brings incredible advantages to the writing world, it cannot replace the human touch that makes writing meaningful. Striking the right balance between utilizing AI and preserving a personal, individual approach is essential. Writers who maintain this balance will not only stay relevant in a rapidly changing landscape but will also ensure that their work continues to resonate deeply with readers, preserving the authenticity that only a human can bring to the craft of writing. And that’s ultimately going to be the content that really matters. And that I want to read. How about you?

Der Beitrag Let’s talk about AI writing these articles! erschien zuerst auf Blog | kanzlei.jobs.

HR and AR

An Artificial Resources Manager is envisioned as a specialized professional dedicated to overseeing and optimizing the integration and utilization of artificial resources, such as AI systems, machine learning algorithms, and robotic process automation (RPA). Much like their human-focused counterparts, ARMs would be tasked with ensuring these artificial entities are well-maintained, effectively utilized, and continuously improved to align with the company’s strategic goals. Sounds strange? Stay with me a bit more:

The similarities between managing human and artificial resources are more profound than one might initially perceive. Both resources are integral to the success and efficiency of modern businesses. Just as employees require onboarding, training, and ongoing development, AI systems and automated processes need careful implementation, calibration, and regular updates. Both resources benefit from a dedicated manager who understands their unique needs and capabilities.

Through the human lens

For instance, consider the onboarding process. For new employees, HR Managers ensure a smooth transition into the company by providing necessary training and support. Similarly, ARMs would oversee the integration of new AI systems, ensuring they are properly configured and aligned with existing workflows. This parallel approach ensures that both human and artificial resources are effectively incorporated into the company’s operations, maximizing productivity from the outset.

Training and development are also critical for both human and artificial resources. Human employees require ongoing training to keep their skills current and relevant. Likewise, AI systems need continuous learning through data updates and algorithm improvements. An ARM would be responsible for monitoring these systems, identifying areas for enhancement, and implementing updates to keep the technology performing optimally. This ensures that the artificial resources evolve in tandem with the company’s needs, much like how HR Managers support the career development of employees.

Your artificial staff needs attention!

Performance management is another area where the roles of HR and ARM intersect. HR Managers regularly assess employee performance, providing feedback and coaching to help individuals achieve their full potential. In the realm of artificial resources, an ARM would monitor the performance of AI systems and automated processes, identifying inefficiencies or errors and making necessary adjustments. This proactive management ensures that both human and artificial resources contribute effectively to the company’s objectives.

Furthermore, the well-being of both human and artificial resources requires attention. HR Managers focus on employee well-being, fostering a positive work environment and addressing concerns such as work-life balance and job satisfaction. Similarly, ARMs would ensure the “health” of AI systems, addressing issues like algorithmic bias, data security, and ethical considerations. By doing so, ARMs contribute to a sustainable and responsible use of technology within the company.

Makes sense, doesn’t it? The introduction of an Artificial Resources Manager as a counterpart to the Human Resources Manager represents a forward-thinking approach to resource management in the digital age. By recognizing the similarities between human and artificial resources, companies can ensure that both are given the dedicated care and attention they deserve. This dual management strategy not only enhances operational efficiency but also fosters a harmonious integration of technology and human talent, ultimately driving the company towards greater innovation and success. If you want to get in touch and discuss how to develop these skills in your company, don’t hesitate to reach out!

by Stephan B. Breitfeld

Der Beitrag Time to get your own Artificial Resources Manager! erschien zuerst auf Blog | kanzlei.jobs.