Big Data, Big Impact - Interview

Interview with Malte Dammann, Consultant at metaBeratung

Organizations today have a wealth of data at their disposal. But how can personality data be analyzed in a way that generates concrete insights for strategy, leadership, and talent management? We spoke with Malte Dammann, a consultant at metaBeratung and an expert in organization-wide Hogan analyses, about this topic.

Malte, start by telling us a little about the project. What is the starting point for your clients, and what is the goal of conducting an organization-wide Hogan analysis?

The starting point is always the same: a large volume of Hogan data. This volume can vary depending on the specific questions being addressed. In addition to the volume of data, it’s very important to have clear questions defined before the analysis begins.

What does that mean in practice? In one project, we analyzed over 300 Hogan profiles and identified differences across companies, seniority levels, and between specialists and managers. In another project involving approximately 100 profiles, the client wanted to know which competencies were already present in its workforce and which were still missing in order to implement the corporate strategy.

The analysis shows how strongly personality and culture have supported the company’s strategy in recent years and where competency gaps still exist. Based on this, we create competency profiles that support clients in their recruitment and talent development efforts.

You have a master’s degree in cognitive psychology. What perspective does this background bring to the analysis of large amounts of personality data?

With my background in cognitive psychology, it’s important to me to think of things not just in terms of numbers, but in terms of people and human processes. As a result, I never view data in isolation, but always in the context of actual collaboration, decision-making, and development within organizations.

The organization has administered the Hogan Assessment to nearly all of its employees. What insights can be gained from such a comprehensive data set that would otherwise remain hidden at the individual level?

Things get particularly interesting at the strategic level. Management often already has assumptions about which skills and potentials should be present in the organization. An organization-wide analysis makes it possible to test these assumptions using data. For example, we can identify which personality patterns are particularly prevalent, which competencies the organization as a whole fosters, and which skills may be underrepresented. This provides a much clearer picture of the organization’s actual strengths and areas for development.

What patterns or correlations in the data have particularly surprised leadership or the HR department?

The status quo is one thing, but surprises always arise when differences between companies or teams are highlighted. It’s also interesting to see what blind spots an organization has: Are there significant deviations from norms and values? Where do the competencies lie that drive a strategy? How many drivers are there within the organization? Sometimes a strategy is developed, but the team or organization lacks the necessary drivers to implement it.

Things often get really interesting after the analysis: How did you use the results to initiate concrete development processes within the company?

For us, the analysis is always just the starting point. It provides our clients with a clear picture of the status quo—namely, where personality and culture support the strategy and where gaps exist. From there, we work with our clients to identify specific areas for action. Typically, these areas relate to talent management, leadership development, culture, organizational structures, and the design of transformation processes. At its core, the goal is often to align recruitment and development more closely with future-readiness and entrepreneurial action, and to actively involve the company’s employees in the transformation process.

In practice, we have applied the results in very different ways with various clients. For example, we have refined selection processes using clear competency profiles and recommendations for action. In other cases, we provide coaching to high-potential employees, focusing specifically on the competencies that the respective strategy will require in the future. In this way, a one-time assessment becomes a development process that actually drives change within the company.

With large datasets, there’s a risk of getting lost in the numbers. How do you translate complex analyses into understandable recommendations for executives and HR managers?

We tailor complex statistical results specifically so that our clients can understand them at a glance. Visualizations highlight differences, and executive summaries condense the results into a clear overview that relates to the company’s strategy. We design reports and presentations flexibly, as every question is different and requires a tailored presentation.

If other companies want to conduct a similar analysis: What conditions are necessary to ensure that data actually leads to sustainable development processes—and not just an interesting report?

Above all, one thing: alignment with the overarching corporate strategy.

An organization-wide personality analysis should never be an end in itself. It only realizes its value when the results are used to make concrete decisions in the areas of leadership, talent management, succession planning, or transformation. Data alone does not change an organization. Only the consistent implementation of the insights gained from it creates a lasting impact.

In conclusion: In your view, what is the greatest value of such analyses?

In my view, the greatest value lies in the fact that the analysis makes a topic measurable that is otherwise discussed in companies primarily based on gut feeling. Culture and leadership quality are often described, but rarely assessed systematically. With an organization-wide Hogan analysis, executive management and HR can see for the first time, in black and white, whether the personality profile of their leadership team aligns with their strategic ambitions. This greatly objectifies the discussion and creates a common language that the board, HR, and executives can all refer to.

The most significant changes have usually been driven by insights that reveal a gap between aspirations and reality. Many companies formulate strategies centered on innovation, speed, and entrepreneurial action. The data then often reveal a leadership population focused on stability, diligence, and risk avoidance—qualities that have made the company successful so far but are not sufficient on their own for the next phase. This realization is uncomfortable, but it shifts the focus: away from the question of why the transformation is stalling, and toward the question of which people and which competencies should drive it.

Equally impactful were the differences within the organization—for example, between subsidiaries, hierarchical levels, or functional and leadership tracks. They reveal where the culture is actually being lived out and where it is not. This then leads to very concrete consequences: revised selection criteria, targeted development of high potentials, and succession planning that is oriented toward the future rather than the past.

Thank you!

The interview took place in October 2026 and was conducted by Katja Poley of metaBeratung.

Interested? Then feel free to contact Malte Dammann directly: Contact