People are still more important than machines

In the age of artificial intelligence and increasing automation, companies face a key question: Who ultimately makes the decisions—humans or machines? The 2026 Economic Report from the Management Community United Interim, based on a survey of more than 550 interim managers, provides a clear answer: people. «The use of AI systems and robots is essential for productivity and competitiveness, but ultimately, human skills determine the success or failure of companies,» says study director Dr. Harald Schönfeld, summarizing the study’s key finding.

HR Is Becoming a Key Strategic Factor

One of the report’s most striking findings concerns human resources: AI does not diminish the value of HR within a company, but rather makes HR all the more important, explains Paul Stricker, an interim manager specializing in HR. More than three-quarters of respondents (78 percent) expect companies to integrate HR more closely into their business strategy in the future. 85 percent see HR strategy having a growing influence on overall corporate success. «Corporate culture is no longer just a »soft« factor, but a key driver of economic success,» says Ulrich Schmidt. And Roland Streibich adds: “Today, corporate culture has a measurable impact on productivity, employee retention, and an organization’s ability to adapt to change.”

88 percent of the interim managers surveyed are convinced that HR will become more digital and dynamic in the future. 82 percent emphasize the growing importance of agility and resilience. 49 percent expect that «employer experience»—that is, the totality of all experiences employees have during their employment—will become significantly more important. Forty-seven percent view AI as a complement to increasing productivity and as part of skills development initiatives, not as a replacement for human labor.

Talent Management as a Business-Critical Factor

In light of the ongoing shortage of skilled workers, the report attaches paramount importance to talent management: 44 percent of respondents consider it «very important,» and another 41 percent consider it «important.» «With 85 percent agreement, it’s clear: Talent management is no longer merely an HR issue, but a business-critical factor for ensuring growth and competitiveness,» says Dr. Sven Mues.

Eighty-one percent of respondents cite «on-the-job» training as the most effective measure against the shortage of skilled workers. «The most effective lever for addressing the shortage of skilled workers lies within one’s own company, not in the external labor market,» Eckhart Hilgenstock has observed during his numerous assignments as an interim manager. Targeted continuing education—known as “upskilling”—is intended to prepare employees for new technological and professional requirements and ensure their long-term employability.

Second on the list is the transfer of knowledge from older employees who are about to retire to younger ones. «It’s important to retain the baby boomers» expertise within the company even after they leave,« explains Ulf Camehn. In addition, 38 percent report positive experiences with »reverse mentoring,« in which younger employees train older ones in the use of new technologies such as AI. »Knowledge transfer is no longer a one-way street,” explains Klaus-Peter Stöppler.

57 percent of the interim executives surveyed are in favor of extending working lives. Christian Jung emphasizes: «Anyone who voluntarily wants to work beyond the retirement age should not be prevented from doing so; rather, they need flexible models and genuine incentives. This helps companies, the pension system, and the individuals themselves.» Roland Streibich adds: «If the number of people in the workforce drops by nearly a quarter, age flexibility will shift from being a social concession to an economic necessity—for companies as well as for the national economy.»

70 percent of interim managers observe during their assignments that women’s potential is not being fully utilized. «This is not a marginal phenomenon, but a structural problem that companies simply can no longer afford,» says Jane Enny van Lambalgen. When it comes to attracting younger talent, 45 percent recommend specifically targeting Generations X, Y, and Z via social media. According to the survey, Instagram (42 percent), TikTok (38 percent), and WhatsApp (33 percent) offer the best opportunities for reaching the younger generation. «On average, the younger generation spends more than three hours a day on their smartphones, and over 90 percent use social media regularly,» notes Christian Florschütz.

AI and Robotics as a Complement—Not a Replacement

Nearly two-thirds of those surveyed (65 percent) see the increased use of AI and robotics for routine tasks as an effective solution to the shortage of skilled workers. «The challenge will be to combine people and machines in the best possible way, rather than pitting them against each other,» explains Klaus-Peter Stöppler. 85 percent recommend intensifying the use of AI; for 46 percent, this is a particularly urgent priority. 58 percent also advise increasing the teaching of AI skills.

What’s striking is the clear skepticism toward working from home: Well over half (54 percent) of experienced executives are explicitly opposed to the further expansion of remote work. «Corporate culture, knowledge sharing, and inspiration tend to fall by the wayside when people don’t meet regularly in the real world,» says HR expert Paul Stricker.

Changing Leadership Styles

How do you lead people in a time of radical upheaval? According to 65 percent of those surveyed, «empathetic leadership» is the most important factor. «In a reality shaped by highly dynamic developments, leadership becomes a balancing act between technology and humanity,» says Dr. Andreas Vieweg. «Without trust and understanding, even the most modern organization will fail.»

57 percent recommend transformative leadership, which focuses on employee motivation and willingness to embrace change. 51 percent recommend a situational leadership style, and 39 percent recommend agile leadership. 29 percent favor servant leadership. «Modern leadership is hybrid. Combining different approaches creates a flexible leadership model that enables both stability and change,» summarizes Dr. Sven Mues.

In light of global instability, 22 percent cite the VUCA model (Volatility, Uncertainty, Complexity, Ambiguity), 12 percent cite Management by BANI, and an equal number cite PUMA (Purpose, Understanding, Mastery, Agility). Dr. Harald Schönfeld explains: «From VUCA to BANI to PUMA, a clear trend emerges: While VUCA describes the external conditions, BANI highlights their increasing fragility and emotional dimension, and PUMA articulates the necessary response—leadership that creates meaning, provides direction, builds competence, and remains consistently adaptable.»

AI as a Co-Pilot in Management

92 percent of respondents consider so-called «AI-enhanced management» to be a promising concept—the use of AI to supplement management decisions by analyzing data, providing forecasts, and optimizing processes. «AI as a co-pilot will become the norm in the future,» Eckhart Hilgenstock is convinced. Klaus-Peter Stöppler advises: «Supervisory boards and advisory boards would be well advised to subject the decisions of executive boards and managing directors to an AI check even today.» Ulf Camehn adds: “AI is not meant to cut staff or replace leadership. It delivers its added value when it supports management decisions with better data, more reliable forecasts, and earlier identification of risks and opportunities.”

76 percent of the interim managers surveyed consider fractional management—the deployment of experienced executives on a part-time or contract basis—to be highly recommended. 64 percent are open to instant management, which involves the short-term deployment of experienced executives to quickly resolve acute business problems. «One of the things that sets interim managers apart is that they deliver measurable results from day one—and continue to do so day after day,» says Ulvi Aydin.

More information: www.unitedinterim.com