I work in the German healthcare sector, which is partly public and partly private, and I have been doing so for a little over a year. The level of bureaucracy is staggering. There is no shortage of good ideas or genuine innovation, but most of them drown in administrative processes long before they reach implementation and are eventually abandoned.
Deutsche Bahn is a useful parallel. It was once fully public and later privatized, yet it still carries much of the old organizational DNA. The result is a company that adapts painfully slowly to changing market needs, compounded by chronic mismanagement.
Germany’s problem is not a lack of innovation or talent. It is structural: excessive bureaucracy, risk-averse management, and incentive systems that reward process compliance over outcomes. Until those change, progress will remain slow regardless of funding or good intentions.
Deutsche Bahn is a useful parallel. It was once fully public and later privatized, yet it still carries much of the old organizational DNA. The result is a company that adapts painfully slowly to changing market needs, compounded by chronic mismanagement.
Germany’s problem is not a lack of innovation or talent. It is structural: excessive bureaucracy, risk-averse management, and incentive systems that reward process compliance over outcomes. Until those change, progress will remain slow regardless of funding or good intentions.