It is generally difficult to erect a defense against the free competition which is not tied to the corporation. One example is the relationship of masters, journeymen, and unskilled workers in plant construction. Whereas internal service providers make sure that a master is scheduled to be responsible for every maintenance team, external competition makes it possible for a number of teams to be directed by one master who travels a regular route to the various construction sites. This cost advantage alone cannot be compensated.

Creating new tasks demonstrates innovative ability and business initiative

A part of the solution has already been touched upon: well thought-out reduction of jobs, hiring of low-cost key employees for future challenges, pro-active qualification, greater intensity of measures in corporate and management culture, and marketing.

Let us take a look at an exciting alternative. Identification of the solution begins on the core market. Markets and products change, innovations mature to market readiness. For example, a colorful bouquet of new technological possibilities is being employed in telecommunications, the energy sector, logistics, etc., ranging from mobile services on cell phones to solar cells on the roof, heat pumps in the garden, and Stirling power plants in the cellar to financial investments in wind farms. This broad range of opportunities gives rise to technological questions; financial decisions must be considered, and investments must be carefully calculated. The requirement profiles are also shifting for providers. Other technologies must be mastered, customers must be wooed, cultivated, and retained. So where are the new tasks?

There are plenty of assignments possible for experts with know-how in technology and environmental protection who also have commercial skills. Who, for example, can lead private customers through an impenetrable thicket of possible subsidies and advise them in the briar patch of legal provisions? Who helps commercial customers during the complex selection of investment goods? End customers, wholesalers and intermediate dealers, further processers, suppliers, and others need competent advice about new, complex topics, products, and processes. They can clearly benefit from professional help given by trained, possibly certified expert consultants.

Who could be better qualified at these interfaces than employees from the companies of related industries? Companies and customers benefit from this model – as do society and the environment.