“Dual leadership for the purpose of knowledge transfer”

Generation change at the Steglitz-Zehlendorf economic development agency

In the Steglitz-Zehlendorf district, the economic development agency is facing a leadership transition. Its director, Michael Pawlik, is retiring after nearly 45 years of service. Till-Steffen Busse will follow in his footsteps. To make sure he fills these shoes, the two have been preparing since August 2024.

When Berlin’s districts were consolidated in 2001, Michael Pawlik already had over two decades worth of experience in public administration. “Back then, I was the head of the business and trade administration,” he remembers. “When the districts Steglitz and Zehlendorf were merged, I became the head of the economic development agency, which was then formed as a new organisational unit.” It was all quite modest in the beginning, he says.

The day-to-day work at the time consisted of advising business founders, for example, and providing statements on business ventures for the social welfare office. Over time, the scope grew—and so did the project volume. “Today, we work projects worth millions in the district," says Pawlik. One of these has been growing on the former premises of the US military hospital in Fabeckstrasse—the FUBIC (Business and Innovation Center next to Freie Universität Berlin Campus), managed by WISTA Management GmbH. With such major projects in hand, he feels confident the foundation is solid for his successor.

“The fact that I’m here now, has quite a bit to do with chance,” says Till-Steffen Busse. “I studied political science and hadn’t originally planned to go into public administration.” But things turned out differently. Five years ago, he applied for a trainee position at the Steglitz-Zehlendorf district office and joined the economic development agency, to which he lost his heart. After further stints as a clerk and project manager, he now follows in the footsteps of his boss: “I am now looking at a leadership role and one could say that I grew into this position.” The transition will be helped along by something that German officialese calls “dual leadership for the purpose of knowledge transfer”. This is an instrument that the public administration provides to its staff to make such transitions as seamless as possible. The aim is to pass on as much experience and knowledge to the next generation as possible. Another instrument is called senior coaching. Here, the former job holder remains on standby after leaving the office for three additional months. With Busse, this is not deemed necessary. “I have been involved in all processes and projects for years now,” he says. “At the project level, the knowledge transfer is not that grave.” Instead, his mentor and he are focusing on hidden organisational knowledge.

“I notice that I made a huge leap in the last few months,” says Busse. “I have become acquainted with many aspects of the leadership role.” But he is also sure that much of what makes a good leader has to do with experience. “Not everything can be transferred, but I’ve learned some important techniques and gained key contacts.” For Busse, it’s a challenging and exciting time as he prepares to lead the economic development agency in Steglitz-Zehlendorf.

And what about his mentor? While he looks forward to retirement, he admits to a touch of melancholy. “I would have liked to still be involved in major projects like FUBIC,” he confesses. “But I can also let go. I know the contribution I made.”

Kai Dürfeld for POTENZIAL

• Steglitz-Zehlendorf – Economic Development Assistance for Berlin Companies
• FUBIC Innovation Centre