About me

My name is Marcus Raitner. Since 2010 I write in this blog about leadership, agility and digitalization (mostly in German, but since end of 2017 also in English). For me, writing is thinking about what I have experienced, especially in dialogue with my readers. The main profession is to accompany the change of organizations towards more agility. I have been a member of the organization team of the PM Camp Dornbirn since the very beginning, where the PM-Camp movement started in 2011. There I founded openPM together with some of my fellow collaborators. I am married and proud father of two little daughters.

Leadership Philosophy

The human side of enterprise

If we, you said, only take people as they are, we make them worse. If we treat them as if they were what they should be, we take them wherever they should be.
Johann Wolfgang von Goethe

Leadership is first and foremost a question of one’s own attitude and the underlying conception of mankind: does one have to instruct, guide and control people who are fundamentally reluctant to work (theory X) or is man in principle willing to perform, intrinsically motivated, and willingly assumes responsibility for a project with which he or she can identify (theory Y)? I believe in the intrinsic motivation of all people and see it as my task to shape general conditions and culture in such a way that this motivation can become effective.

Leadership towards self-management

One does not ‚manage‘ people. The task is to lead people.
Peter F. Drucker

Leadership must provide guidance, especially in the age of knowledge work. Whether there really must be managers for this leadership function or whether it can be implemented in other ways by self-organized units is another question to which dm founder Götz W. Werner has a clear answer:”Leadership today is only legitimate if it aims at the self-management of the people entrusted to it”. For Götz W. Werner, there is only leadership that serves and supports the goal of self-management of the people entrusted to him. For this purpose, managers may need to be temporarily employed in order to facilitate self-management and accompany the path.

Leading by mission

So much of what we call management consists in making it difficult for people to work.
Peter Drucker

Reinhard K. Sprenger points out that many companies have a fatal tendency to incapacitate and infantilize their employees. This culture manifests itself particularly in the form of micromanagement. This tendency to leave the How of an order not to the person performing it, but to define it as a manager, is poisonous for the motivation and productivity of knowledge workers. However, the survival of many companies will depend on the productivity, motivation and creativity of knowledge workers in the face of the complex challenges of digital change in a globally networked world. How leadership works in complex situations without micro-management is something the military has been doing for a long time with the principle leading by mission: Why Instead of How.


  • since 06/2017: Agile Transformation Agent BMW Group IT
  • 01/2015 – 05/2017: IT-Project Lead BMW Group IT
  • seit 10/2012: Founding member and first chairman of openPM e.V.
  • 11/2011–11/2016: Co-founder and member of the organizing team of the PM Camp Dornbirn
  • 07/2010–12/2014: Managing Director and Senior Partner esc Solutions GmbH
  • 11/2005–06/2016 Senior Project Manager and Head of Department, msg systems ag
  • 11/1999–10/2005 Research Assistant, Universität Passau

Education and Training

  • Dr. rer. nat, Computer Science, University of Passau
  • Leadership Training MCSL Management Centrum Schloss Lautrach