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Sharing the Table
German workers hold half the seats on their company's board. American CEOs make 300+ times average worker pay; German CEOs make about 20 times. This chapter asks what changes when workers actually have a seat at the table.
From Idea to Action
The chapter examines Germany’s “codetermination” system — workers electing representatives to sit on corporate boards alongside shareholders — and asks what, if anything, could adapt to American business culture.
How It Actually Works
German companies run a two-tier board: a management board (day-to-day operations) and a supervisory board (long-term strategy, executive appointments). At companies with 2,000+ employees, workers elect half the supervisory board’s seats. Smaller companies (500–2,000 employees) give workers a third. It’s been standard for over 70 years.
The Clearest Real-World Test: 2008
When the financial crisis hit, GM — no worker board representation — responded with deep cuts and plant closures, and still needed a government bailout and bankruptcy protection. Volkswagen — with worker representatives pushing for alternatives — used reduced work schedules to preserve jobs instead, then ramped production back up immediately once demand recovered.
It's Not Just Germany
Southwest Airlines already has union representatives attend board meetings. Ford has maintained UAW representation on board subcommittees. Both consistently outperform industry peers on financial returns and labor relations.
The Pay Gap Angle
German CEO pay runs about 20x average worker pay; U.S. CEO pay runs 300+ times. The chapter’s case: distributing decision-making power more broadly correlates with distributing economic gains more broadly too.