Globalization and digitalization are the main drivers of a rapidly changing working world. The number of upcoming projects to be implemented is increasing rapidly, as globally active companies and large supra-regional organizations are increasingly forced to constantly rethink their strategic orientation and dependencies and adapt them quickly if necessary.

This development could therefore be summarized as follows: Always faster, organize things differently.

This results in comprehensive change initiatives and projects in the course of necessary restructuring, takeovers, mergers and even fundamental transformations. For the affected management and employees in particular, this usually means revolutionary processes that require a high degree of commitment, flexibility and critical reflection on the status quo.

For strategic realignments and their targeted and structured organization, the establishment and expansion of a transformation management office as a kind of center of expertise, in which the various support functions or business partners for controlling, human resources and/or communication are bundled, is a good idea.

However, this is not just about bundling and coordinating the various skills and capacities as well as their roles and responsibilities, but also about their further development through inspiring leadership from particularly good, experienced, organizational multi-talents, such as experienced staff managers.

For decision-makers and C-level officers in particular, who are tasked with major change projects, the “Chief of Staff” position not only offers support in dealing with the associated operational tasks, but above all also provides reinforcement with a strategic impact.

In order for this strategic impact to unfold in a goal-oriented manner, the necessary courage and boldness is also required – in particular to contradict those in power – and the ability to critically question existing processes, structures and rules. And this is much easier for people who temporarily join an organization from outside. This is because, with their relevant expertise, they are better able to recognize the imbalances in the gears than those who have been working there for longer.