In the course of fundamental changes to the framework conditions for companies and organizations, these have already undergone far-reaching transformation processes or are about to do so. As a result, managers are faced with new challenges that they have to tackle on a daily basis.

Diversity in terms of different qualifications, expertise, performance and increasing digitalization and networking in day-to-day operations require effective speed and goal-oriented information management in leadership more than ever – regardless of traditional or agile environments. This means

Only through trust-based leadership will employees and teams accept the change between stabilizing hierarchies and flexible working methods – especially in unusual situations, e.g. during operational changes as part of reorganizations or company transitions as part of strategic realignments.

Change or transformation begins with the implementation of your ideas and plans. But how do you achieve the necessary change, how do you get the P.S. on the road with your HR organizations? Is the existing organization even capable of development and how do you and your organizations convince others as the change driver so that everyone in the company or organization also participates?

Which management approach is appropriate, which skills, competencies and potential really matter and what role does leadership play – especially in the new world of work? Do you act top-down as the initiator and driver of the necessary changes or are you driven bottom-up? How do you enable transformation, what is the right course and which collaborations promote progress?

How can you tell when it is too much for you, the people involved or the entire organization? Every change or transformation project is different and depends heavily on the respective culture of the company, organization or department.