Paul Gauselmann, founder and chairman of the internationally recognised Gauselmann Group has set out a progressive and compelling route forward as the gaming industry seeks to come to terms with what are unprecedented challenges and plan the future in a post pandemic world.
In an interview published by online website YogoNet, Paul Gauselmann confirmed his commitment to the Gauselmann employees, described his unique approach to dealing with major challenges and outlined why he believes the industry will rise to the existential challenge presented by the Coronavirus outbreak.
Expanding on the significant changes the organisation had to implement in the wake of the Coronavirus outbreak he explained: “The first line of action is immediate crisis management. Our focus is on our employees. They have worked faithfully for the company for years and we, therefore, cannot abandon them now. Their jobs must be kept if at all possible. The way to do this is short-time work. We have put almost all 14,000 employees on short-time work. Our Sales and Production divisions are also affected. The state will refund us in part and, where hardship arises for employees, we have decided to pay top-ups. Given the size of our company, that is a huge load that we are bearing, not only for solidarity reasons but also to secure the future of our company.”
Reflecting on more than 60-years spent as an entrepreneur Paul Gauselmann underlined the importance of keeping a cool head in difficult situations as well as the value of experience, stating: “Things can be thrown at me thick and fast but that does not bowl me over. I have developed my own special method: I specifically search for the good aspect of the bad thing that has happened. And I always find that bit of a silver lining. I initially suppress what is bad and only work through it after several days, weeks or even perhaps months – according to the following motto: There is nothing so bad that it also does not have its good sides. This makes difficult situations easier to cope with.”
“When we have survived this crisis, people will be happy to get out of the shackles of the restrictions and be able to enjoy life again. What they will need then is our entertainment offering. People will expect a choice of games from us as if there had never been any crisis. Therefore: In all of our thoughts about how we ourselves can get through this and survive, we cannot lose sight of the fact that, in an industry such as ours where we are so closely interdependent, consumers will not be able to manage in the long run without great new products from our industry. This means that, both in the industry and in the community of operators, we have a great responsibility while practicing mutual respect.”
He concluded: “What happened to the world and us in Germany and also our industry, especially from 15 March onwards, is unprecedented, not easy to comprehend, and is a cause of anxiety for most people – ranging from concerns about the future to survival fears. It is an existential challenge that some politicians are comparing to a war. I was a teenager in the years after World War II. I saw how the war literally reduced the country to debris and ashes. I stood in the rubble of my home town of Münster and had to improvise daily. We need to keep the right perspective here. The pandemic will not reduce our country to debris and ashes. Corona will force us to accept losses. We will have to strive and improvise to survive economically. The situation will sooner or later demand an enormous reconstruction effort from us all. But: We will ultimately come through this stronger.”