Change Management

Change Management – Agile Leadership:

At each stage of my career, I have continually dealt with four topics relating to leadership:

Change Management

Companies must sometimes change their structure to achieve goals. This is no small task. The change management process has many dimensions. From resistance to fear to perseverance. From intrigue, to infighting, to integration and coming together. In the discipline of marketing and product management, managers must sometimes deal with big shots, divas, and lone wolves in the early stages. However, it’s exactly here that people must work together to preserve and protect the core know-how regarding products and processes. Therefore, it’s essential that all team members are heard and carefully introduced to change, and as a part of the change process, teams need an empathetic and experienced leader.

Leadership vs Old-style

Agile Leadership has much to with the ability to appreciate, tolerate, and accept opposing views. People are individuals and are able to think and act independently. Young people are light years ahead of their parents in their ability to process information, often possessing abilities the old style managers can only dream of. So why do we force them into unnecessary processes and busy work rather than let them realize their full potential? I see myself as 100% part of the team. My leadership style is—to put it the old fashioned way—participatively cooperative. The term “Agile” suits me well. My belief is that as a moderator, coach, and entertainer, I can lead a team of specialists to the next level—a level we define together with internal and external target groups.


I have seen companies fail miserably as a part of their change management processes, or by entering new markets without appreciating the cultural Dos and Don’ts, or by not knowing how to best communicate internationally. Even carefully chosen words can fail if the target group doesn’t understand them. For example, publically evaluating the asian partner’s poor sales is a bad idea.

X-Gender, X-Age

The ideal team performance stems from a well mixed team of men and women, both young and older. That’s true in theory and in practice. However, one must sometimes help to develop the practice. Old bulls, male fantasies, junior-senior competition, etc., these things can be challenging, especially for young women, and especially in the B2B area, technical fields, and collectivist cultures. I enjoy working with young people, coaching them and putting them in key positions.