In the course of the Ukraine war, the Federal Chancellor proclaimed a turning point.
(Photo: IMAGO/Achille Abboud)
Anyone who worked as a personnel consultant for the German armaments industry had a difficult time in public for a long time. Apparently, only a job in the tobacco industry was worse. Many managers stayed away from the arms industry for this reason – often for “personal-ethical reasons”.
A few weeks ago, surprisingly, this view changed fundamentally. Due to the “turning point” announced by Federal Chancellor Olaf Scholz (SPD), the armaments industry is experiencing an upswing and with it the need for personnel expansion that no board member or consultant could have imagined in their wildest dreams.
Lo and behold, suddenly it’s en vogue not only to participate in this upswing through a job in one of the formerly outlawed companies, but also to do something good at the same time. Everyone decides for themselves whether this is for Ukraine, for the fatherland or simply for their own career.
It is questionable why a job in this sector used to be frowned upon, but is no longer so. Because the products of the companies have not changed due to the turn of the century. So the question is: What about the personal, ethical reasons today?
Top jobs of the day
Find the best jobs now and
be notified by email.
By the way: the German defense industry is subject to more rigid export restrictions than almost any other industry. The main customers are either the German armed forces, NATO partners or countries that are on an equal footing with the defense alliance. The armaments are and were primarily used by state security forces to defend democracy and freedom. This fact has not changed, except that since the outbreak of war in Ukraine at the end of February they have become part of Realpolitik.
In view of reality, the fact that democracy and freedom are defended – in case of doubt also with weapons – can no longer be morally questioned. Suddenly the armaments industry, or rather the defense industry, is socially compliant and ethically justifiable. Suddenly there is nothing wrong with weapons, military systems and equipment. And before? In the deepest peace? For your own country and its partners? At that point they were unacceptable.
This mental turning point shows in a very clear way that often invoked “values”, “principles” and “models” are mostly only of a superficial nature and serve a zeitgeist that one thinks one has to bow to.
This leads to the question of whether this is not the case in other cases as well: for example with the “Environment, Social & Governance” criteria (ESG criteria), which are intended to determine the path to a more sustainable world, or with the topics of diversity and climate change.
Gap between claim and reality
A larger survey by Odgers Berndtson on the subject of inclusion and diversity on this topic shows that there is a large gap between manifested claims and tangible reality. Measures such as quotas for women and ESG policies to get more diversity into companies often have little to do with the actual realpolitik of the respective companies that are supposed to implement these regulations. The differences between acting and philosophizing are obviously too great in several respects.
There are many advocates, but the implementation often turns out to be more complicated than maybe necessary. women on the board? Yes, of course! More diversity in management levels, and not just in May? Of course! It is questionable whether this is just serving a zeitgeist.
The rapid change of heart on the fundamental question of whether one affirms the right and necessity of national defense with the appropriate equipment does not bode well for other future issues, be it diversity or climate change.
Therefore, more than ever, companies and executives should not be measured by what they say or post in the social media in such an annoying way, but by what they really do. Especially when there are counter-reactions. All those who like to rant loudly about the apparent failings of others should simply try to turn it down a notch.
Klaus Hansen is a partner at the HR consultancy Odgers Berndtson and heads the “Board & Chair” and “CEO” practices in Germany. He writes for the Handelsblatt on current topics relating to top managers, leadership and careers.
More: Women in executive floors: It needs more political drivers than the women’s quota.