Companies rarely fail due to a lack of strategy. On the contrary, many strategies are well-thought-out, ambitious, and developed with considerable effort, yet remain ineffective. The reason often lies not in the plan itself, but in the system in which it is to be implemented. Organizations tend to overestimate the power of strategies while simultaneously underestimating the importance of mindsets in key roles, particularly in finance. The CFO influences far more than just numbers. They shape which perspectives are considered, how decisions are made, and whether genuine collaboration emerges or silos persist. While a strongly control-oriented mindset can stifle even the best strategy, a systemic approach allows even less-than-perfect strategies to be effective. This makes it clear: The crucial difference between organizations that plan and those that successfully implement lies not primarily in the strategy, but in the mindset with which it is embedded within the system. The central question, therefore, is not whether the strategy is sound, but whether the organizational logic exists that makes it possible.

Power acts like a psychological drug: it boosts self-confidence and decisiveness, but simultaneously leads to a loss of empathy and distorted perception. These effects fundamentally affect all people—regardless of character. Differences between men and women lie less in the power dynamics themselves than in structural conditions and differing societal perceptions. In the context of leadership, this creates a fundamental contradiction: while modern leadership requires empathy and collaboration, power undermines precisely these abilities. Successful leadership, therefore, does not depend on avoiding power, but rather on consciously managing it and controlling it through structures such as feedback and dissenting voices.

The developments at Markus Hinterhäuser's positions in Salzburg and at the Leipzig Opera exemplify that professional and artistic excellence alone is no longer sufficient for successfully leading complex organizations. Crucially, it is essential to build sustainable relationships with committees and stakeholders, to lead teams effectively, and to cultivate a resilient organizational culture. Where these factors are not adequately addressed, external success and internal stability can diverge – resulting in creeping conflicts that ultimately manifest as open rifts or quiet separations.