Davy, you recently supported a project at a custom work company. Can you tell me a bit more about your role as change manager there?
My role began during a transition period, a phase with strategic and operational challenges. The custom work company had just completed a strategic process in which it had to make sharper choices about its activities and ongoing partnerships. Which ones they wanted to retain and which ones did not quite align with that sharpened strategic focus. That focus was on social employment for people with a distance to the labor market, combined with sufficiently profitable activities.
When I started, there was no permanent management anymore, which meant I fulfilled a bridging role. I had to take on both the interim role and the change management. So, to build the bridge to a new management profile and — so as not to lose valuable time — already set the organization on the new strategic path.
Two jobs in one, then. Was that combination the biggest challenge?
The most difficult part was critically assessing the different divisions within the organization. I worked with an assessment framework that takes into account factors such as financial health, the potential for additional employment for custom workers, competitive position, and collaboration with partners. Based on this analysis, we then decided together to phase out several loss-making divisions.
That was not an easy decision. It involved activities that people are proud of, but which unfortunately had insufficient impact. By setting up a participatory process and taking the employees along step by step in the decision-making, we were able to create support. We were very transparent about the figures and context, which ultimately led to understanding, both in the works council and in the broader organization.
That sounds like a sensitive process. How do you still keep enough momentum?
Thanks to the assessment framework and my neutral position as an external party, it was a fairly positive and participatory process. The support also helped in delivering difficult messages. But not everyone stayed on board, which is an unfortunate consequence. You try to involve everyone in the conversation, but change sometimes causes people to no longer feel in the right place.
After the phase-out and then the implementation of the new structures, new management was also needed. Once that person had been appointed, I stayed on simultaneously for another month for the handover. Such a warm handover is standard for us at the end of an interim assignment. However, the new director and the board turned out not to be a good match, which came to the fore during a social conflict. As a result, I had to temporarily step in again as interim manager.
Without going into too much detail, can you explain how you handled this conflict?
It was a deep social conflict involving different interests. Drawing on my background in legal and social matters, I tried to play a balanced role. As an external consultant, you have the advantage of being able to remain independent. I calculated scenarios and developed solutions that were feasible from both a legal and organizational perspective, and that took into account the needs of everyone around the table and the employees they represented.
It was crucial to listen carefully to all parties, from employee representatives to the board, and also to look for common interests. Ultimately, in roughly two months, we defused a conflict that had been dragging on for a year and a half. This illustrated how important it is to approach decisions not only strategically, but also humanely.
What do you think are the most important lessons from this assignment? What can other organizations learn from it?
I think of two things. On the one hand, how personalities and communication style determine the dynamics and success of negotiations. It is truly crucial to invest in mutual understanding and respectful communication. The second lesson is: always think long term. The social benefits that were once granted at this organization without too much analysis turned out to become a heavy burden on operational functioning and planning in the long term. Proper preparation and thorough analysis beforehand could have prevented many problems.
What is still on the agenda now?
The organization is now searching for new management — this time with a specialized partner — keeping the lessons from the past in mind, so that the right person is appointed. My assignment is simultaneously focused on restoring trust between the board and the management team. The handover will depend on the pace at which new management is appointed.
Did you learn anything yourself during this process?
It confirmed for me how valuable it is to be able to work as an external party without becoming emotionally entangled in the internal dynamics. I also saw confirmed that creating support is a process of patience, participation, and transparency. What I find most rewarding is that, despite the challenges, I was able to contribute to a future-proof direction for the organization. A change manager on an interim basis can do more than simply achieve strategic goals; they can also act as a bridge-builder in complex or emotional situations. And let that also be my driving force: to take on such challenges every time with enthusiasm.
