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Tilman Gerhardt is active in Egon Zehnder’s global Technology and Communications Practice, with particular expertise in the software and services sectors. Based in Munich, Tilman has placed numerous CIOs and CDOs with a wide range of clients. He advises on industrial and high-tech recruitment and leadership development for early-stage companies, multinational corporations, and family businesses.

I work closely with clients in technology sectors and traditional industries to find placements with high impact that accelerate digitization. Coaching executives to achieve breakthroughs in new roles or changing environments is exciting.

Prior to joining Egon Zehnder, Tilman was a Manager with A.T. Kearney in Munich and led large-scale strategy and business-process engineering projects. He started his career with the consulting firm Betriebswirtschaftliche Projektgruppe für Unternehmensentwicklung, in Munich.

Tilman earned an MA in industrial engineering from the University of Karlsruhe and a PhD in business administration from the University of Munich, where he was an assistant lecturer at the Seminar for Information and Communication Research. He has written articles on executive development and teaches leadership at the university level.

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Content by Tilman Gerhardt

Leadership SCRUM

Leadership SCRUM

Inspiring next level leadership and collaboration

Forward-looking feedback is mission-critical to the development of top leaders, although many organizations still fail to make best use of this tool. In particular, routine feedback processes embedded in annual year-end performance reviews often lead to frustration – for both parties. Leadership SCRUM presents an alternative to traditional feedback sessions. It starts with a 360-degree reflection process designed to generate development ideas by means of algorithms; ideas that are then discussed and evaluated, providing feedforward rather than feedback and triggering a forward-looking dynamic process. Tilman Gerhardt, who ranks among the pioneers of the development of conventional appraisals, was responsible for creating Leadership SCRUM and introduces it here.

Business Volatility Requires Greater Investment in High-Potential Executives

Business Volatility Requires Greater Investment in High-Potential Executives

Despite companies investing more aggressively in executive recruiting, assessment and development, those investments are having less of an impact for executives in fast-changing market environments.

Potential: The Raw Material of the Future

Potential: The Raw Material of the Future

Companies are investing more aggressively than ever in executive recruiting, assessment and development. Yet despite this higher level of input, the development tends have little or no impact for executives in a fast-changing market environment; the implication being the methods used to select and develop talent have not kept pace with the changing requirements for effective leadership.

Potential: a New, Future-Focused Approach to Selecting Leaders

Potential: a New, Future-Focused Approach to Selecting Leaders

In today’s volatile world shaped by uncertainty, finding leaders who can rise to tomorrow’s challenges is essential to a company’s survival.

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