If we assume that the labor market will continue to develop as it has in recent years, simple and repetitive tasks will not be conducted by humans, but by machines in the future. People will focus on highly complex and creative tasks, which require new and flexible management models. The client is aware of this development and wants to move forwards with contemporary leadership approaches. A project was launched to evaluate the current situation and suitable development opportunities.

The client's current situation is analyzed based on modern management approaches such as the "Full Range of Leadership Model" or "Power Distribution" by Corporate Rebels. To create a holistic snapshot of the client's point of view, interviews have been conducted with internal and external conversational partners. The findings of these interviews are completed by secondary research, such as Zürcher Kantonalbank’s elimination of performance appraisals or Lombard Odier & Co’s corporate sustainability strategy. All findings are finally structured according to the Full Range of Leadership Model.

For organizational reasons such as the still existing owner structure, the client applies a rather traditional hierarchical management model. Nevertheless, it is interesting to see how openly and flexibly this is implemented in practice. Team leaders have a great deal of flexibility when it comes to leading their teams, which results in an overall high employee satisfaction level. The personal and down-to-earth manner of the partners and the management board is throughout perceived as extremely positive. Within the framework of this thesis, three concrete fields could be identified in which the client can further develop. These fields are the in-house asset management mandate, customer support by team leaders, and the annual performance appraisals. Based on the in-depth analysis, a concrete improvement proposal was developed for each area. The two most frequently mentioned further needs of the employees relate first to the desire for more diversity and second to a contemporary revision of the compensation model. Since these two areas are not within of this work's scope, but remain important inputs, they are explained in a specially created section with food for thought.