Innsbruck (OTS) – “Lebensraum Holding” has failed because politicians have only thrown functions out of the ground, but have not defined a clear strategy. With his structural reform, LH Anton Mattle falls into the same trap, there is a risk of things getting worse.
Too much structure, too little efficiency: not everything that sounds good like habitat Tirol Holding actually lives up to this ambitious philosophy. The screwed-up self-definition of a “learning and systemic-dynamic organization” is of no use here either. After all, as the umbrella company for Tirol , location agency and agricultural marketing, it carries a birth defect with it. It is top-heavy, enriched with empty phrases and over-structured. As if a post should be created for every thinker and thinker regarding Tyrol.
The central tasks for the three core companies have been clearly outlined for years anyway: Tirol Werbung has to sell the Tyrol brand as best as possible, to establish and further develop Tyrol as a state-of-the-art travel and leisure destination. Agricultural marketing stands for regionality and for the marketing of local products in close cooperation with tourism. And the location agency must be a seismograph for (innovative) company settlements in exchange with science, research and business. Networking well and creating strategic synergies with each other is generally considered to be the core task of the respective managing directors.
Nonetheless, in 2019 the habitat holding company was put on top of it as the favorite project of former governor Günther Platter (VP). At the time, no one was surprised that Josef Margreiter volley moved from Tirol Tourist Board to the holding company as managing director. After all, no sheet of paper fit between Platter and Margreiter. Today the holding company presents itself as a bloated apparatus with a budget of 57.4 million euros for the entire group of companies. The governor, two members of the government – in the future even a fourth – and the four managing directors of the individual companies are responsible for them. So far, an advisory board (19 members!) and 16 supervisory board members have had a say. And at the Tirol Tourist Board the Tyrol Tourism Board (12 members) as a “strategic advisor”. With so many important players, it’s easy to overlook the monthly 2,000-euro concession fee from Tirol Tourist Board for Margreiter.
The recent structural reform is the admission that the habitat holding has not lived up to expectations. As well as? However, the changes announced by LH Toni Mattle (VP) give reason to fear that things will get worse. Instead of asking the general question regarding the meaning of the holding company, new decision-making levels and committees are created first. And Margreiter, whose contract extension is still uncertain, will be instrumental in developing the new strategy. Understandable? No!
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