Anne-Marie Reinecker joins the Management Board.

Anni, you have been enriching Movendo for quite some time now. What do you particularly appreciate about Movendo?
I value Movendo in many ways, especially for the diversity of both the topics and the people who come together under the Movendo umbrella. Movendo has developed strongly since I started in 2012. With our core team and a further 50 consultants in our community, we are now involved in many different projects, including international ones. This makes the work super interesting, both in terms of content and interpersonal relationships.
Another thing I personally appreciate about Movendo is the closeness within our team. We’ve made particular gains here in recent years and it’s fun to work together on such a trusting basis.

What perspective do you now bring to your new role? For example, will there be topics that you would like to focus on with Movendo in the future?
I bring many different perspectives to Movendo, as I started as an intern and then spent two years as a trainee before returning as a consultant in 2017. I am therefore very familiar with the development that Movendo has undergone over the last decade.
This development has always been characterized by the fact that decisions were prepared and made together with the team. We will continue to do so in the new constellation. One focus this year, for example, is on further intensifying the closeness both within the core team and with the Movendo community and our customers. That is why we as the entire Movendo team have set ourselves the new strategic direction for this year: “Genuine. Networked.” as our new strategic direction for this year. I now see it as my task to continue to inspire and bring this motto to life, and I am very much looking forward to that.
I am also keen to ensure that we continue to position ourselves broadly in the market. In order to maintain and draw on diversity, it is also important for us to have industry diversity in our portfolio.

What motivates you in your role as a consultant?
In my role as a consultant, I am primarily concerned with change processes. In organizations, these are often very process- and content-driven. It is often forgotten to consider and include the people involved. In the end, they are – usually unhappily – faced with a fait accompli. That doesn’t have to be the case. For me, the most appealing aspect of my work is supporting people in change, helping them to stay in motion or get moving again. And by that I mean first and foremost being able to act and speak. This also means that I support management and executives in creating an environment where trust sets the tone, giving them the courage and commitment to tackle things and dare to explore new perspectives and paths.

What can customers talk to you about?
On all topics relating to leadership and corporate culture, of course, but also on

• to life in Lower Saxony, the Rhineland or the far north of Hamburg
• to Cambridge
• for the love of horses

Another conversation that would really appeal to me would be one that starts with: “Anne-Marie, we’re about to make a change. It’s still a while away, but we’d like to start thinking now about how we can introduce and implement it well. We want all levels to be well involved.”
I think it’s a shame when we get involved quite late in a process. Usually when things are already really grinding to a halt. That’s also totally okay and it’s exciting to find a solution together with the customer. Nevertheless, it would be nice to start the process together earlier.

Recently, there have also been more critical observations on such hyped topics as New Work and self-organized work. What are you observing? What questions do you encounter from your customers about such trend topics? How do you assess further developments?
From my observations, it’s not about criticizing the topics per se. Nor do I believe that they have become less important. Rather, the criticism stems from the fact that for a long time, attempts were made to impose topics such as agile or self-organized working on an organization in the hope that problems would no longer arise. However, the big awakening always came quite quickly. From my perspective, this is precisely why these topics have become somewhat quieter. Companies have realized that these trends are not a panacea, but that they can only deliver added value in an expedient manner. I can also call myself an “Agile Transformation Manager” and the methods and tools behind them are good and can be helpful, but only in a targeted manner and in conjunction with an appropriate attitude.

In my view, the future will be much more about values and the associated clash of different generational perspectives. My sister, for example, has a clear perspective in her mid-20s that she definitely doesn’t want to work a 5-day week and she’s not alone in her generation. True to Frank Behrendt’s motto “Love your life, not your job”. That sounds radical at first, but it’s actually a valuable idea. And if we look at this development, companies and managers will need to question their values, culture and attitude even more. Because in the long term, a different working environment must be created in which young talents enjoy working. Self-organized work can then be a means to an end in order to ensure this attractiveness and thus satisfaction among employees. When I think about this, I’m always pleased that I have the Movendo style of collaboration as a good example in mind.
But I’m sure there will also be a few other important topics, because people are different, as we all know, and so are companies and their specific challenges.

What are your personal wishes for your first 90 days in your new role?
Personally, I hope that I will be able to strike a good balance between being a young mother, wife and managing director.