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Dr. Jutta Rump is a professor, director, researcher, and one of the leading voices on the future of work and its impact on leadership, HR management, and organizational development. As Director of the Institute for Employment and Employability (IBE), she plays a key role in developing practical strategies that prepare companies for the future.
At the University of Applied Sciences in Ludwigshafen, Dr. Jutta Rump teaches Business Administration with a focus on International Human Resource Management and Organizational Development. Her research centers on digitalization, demographics, shifting values, and economic disruption—and their direct consequences for businesses, leaders, and HR professionals.
For many years, Dr. Rump has supported organizations and institutions in Germany, Austria, and Switzerland through transformation processes—scientifically grounded, forward-thinking, and rooted in practice. She is a member of several key advisory boards and has been named one of the “40 leading minds in HR” by Personalmagazin since 2007. She is also recognized as one of the top ten most influential HR professors in the German-speaking world.
Book Dr. Jutta Rump now—for guidance, inspiration, and clarity in a dynamic working world.
Large companies, e.g.:
Allianz, BASF, Deutsche Bahn, Deutsche Bank, Deutsche Telekom, Ernst & Young, Fraport, Microsoft, Robert Bosch GmbH, Volkswagen, Audi, Porsche, Procter & Gamble.
Medium-sized companies, e.g.:
Aareon, Academy of German Cooperatives, Bitburger, Brewery Group, Boehringer Ingelheim, Dr. Oetker, Gewobag Wohnungsbau Aktiengesellschaft Berlin, LBS Baden-Württemberg, Trumpf, Vitra, WAREMA
Small companies, e.g.:
Berufsförderungswerk der Baden-Württ. Zimmerer- und Holzbaubetriebe, Modehaus Marx, Trier, Volksbank Kraichgau, Von der Heydt, Speyer
Public institutions, e.g.:
BDA, BDI, Federal Ministry of Labor and Social Affairs, various municipalities, towns and districts
How HR, Leadership, and Education Truly Drive Digital Transformation
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The text discusses the employment effects of digitalization, emphasizing the need for new skills like IT proficiency and adaptability. It also explores potential job creation and challenges like decreased demand for middle-skilled workers due to automation. Mitigation strategies are proposed, such as upskilling and focusing on tasks that are hard to automate.
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Leaders face challenges in diverse teams due to change, complexity, and megatrends. They need a balance of task-oriented and employee-oriented leadership styles, along with various competencies to navigate modern demands. Instead of expecting one person to possess all skills, a collaborative, participatory approach among leaders and teams is essential.
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