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Change management provides real assistance and concrete results.

Here are a few case studies that offer proof of that.

International technology company
Accepting differences and bridging divides.

Background: as the result of a strategic management decision, the development of a highly complex technology programme will, in future, be shared by two locations in different countries.

Special issues: employees and managers at both locations have reservations about co-operating with each other. There have already been a few conflicts. At the same time, though, close co-operation and transfer of know-how are absolutely essential. The central question is, “Can we trust each other?”

Solution: In workshops with people from both locations, the participants learn to develop a mutual understanding for the other side and to recognize that, in most cases, there is »no ill will« involved. They agree to talk regularly to each other in future, retaining the newly established openness. In these discussions, conflict should not be hidden but addressed openly.

An international industrial company
Information is the best cure against uncertainty.

Background: To lower costs and to focus on its core competency, a concern outsourced various (supplier) plants and transferred them to a new company

Special issues: Changes in technological processes had to be accounted for as well as the feelings of uncertainty that afflicted many employees. This uncertainly prompted questions like: “Today my co-worker, tomorrow my customer?” “Will my skills match the requirements of the new company?” “Will I be laid off after decades of hard work?”

Solution: An integrated change-management approach that took into account both the technological and emotional aspects. The aim and focus of my work were: providing plenty of information on the changes, appreciation of employees' past achievements, promoting an open-minded attitude toward new developments.

International oil industry
This is how difference helps to create value.

Background: A consortium wanted its executives to view their tasks not just from a technical perspective but also from a communicative and personal perspective. Furthermore, a network was to be established that leveraged the differences between the individual companies to achieve a productive advantage.

Special issues: A plan had to be developed that embraced the diversity of company cultures and moreover benefitted from that diversity.

Solution: A development programme for the executives of the companies was planned and implemented. They worked together, listened to each other and took part in discussions – not about technical issues but about their personal views, about communication, individual responsibility, culture, and leadership.

Energy supply industry in northern Germany
Each company has its own corporate culture. What does that mean in the case of a merger?

Background: Two energy suppliers merged to save costs and combine strengths.

Special issues: Despite their close proximity, the two companies had different company cultures. The merger resulted in disappointment and an atmosphere of distrust among the employees: “We're better than the others.” “We don't feel that our work is appreciated.” “Some of our colleagues have lost their jobs. Will we be next?”

Solution: A tailor-made change-management solution emphasised the importance of being patient with the other party. It promoted plain-language communication at all levels and the presence of general management. The objective grew into the result: common interests became visible and palpable.

A European industrial company
Only strong teams can be successful.

Background: The individual teams and divisions had been working together for years; however, they were facing constant change, pressure to succeed, and uncertainty. Surveys revealed a low degree of satisfaction.

Special issues: There were complex international company structures with big differences between the divisions.

Solution: An individual team development plan. Workshops were designed together with the team members by asking questions such as: What do we really want to achieve? What can we do within the framework of our situation, and what is beyond our scope? What topics should we focus on? How can we design and benefit from a workshop that is really effective?

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Experience, analysis, and commitment.

They form my basis of a successful change management.

My career in a worldwide operating group means that I'm in a position to thoroughly understand the structures and processes that exist in my clients' companies.

Additionally, my academic involvement in intercultural research projects provides a sound theoretical basis for my practical work as a consultant.

I cooperate in a close network with consultants from America, Europe and Asia. That broad, international interaction gives the right experience and resources to handle any task.

What I do, I do from conviction. Supplemented by passion, understanding, and a sense of humour.

Work experience

Since 2008
Freelance management consultant

Since 2008
Visiting lecturer of intercultural business communication at Friedrich Schiller University in Jena and other universities

2001 to 2008
Management and leadership responsibility for People and Organisation Development, Management and Leadership Development as well as Change Management at Airbus in Bremen, Hamburg, Madrid, and Seville

Training and education

Dr Maren Lange; born in Aurich, Germany, 12 September 1971

Doctorate degree (Dr rer pol) based on intercultural research, Oldenburg and Santiago de Chile

Studies in economics, vocational and business education as well as German language and literature, Oldenburg and Singapore

Further qualification

International certified mediator, Akademie von Hertel, Hamburg

International certified supervisor for mediators, Akademie von Hertel, Hamburg

Training with Professor Dr Fritz Simon to become a systemic organisation consultant, Berlin

Training as an intercultural coach, Kinast & Vermeulen, Munich

Coaching programme “Leadership process consulting”, Gilla Haeckel, Hamburg

Training to become a certified consultant for the Myers Briggs Type Indicator (MBTI®), OPP Institute, Oxford

Certified coach for PEP® based on Dr Michael Bohne, Hannover
Process and Embodiment focused Psychology


My working languages are German and English. I also speak Spanish.

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