Change requires trust and teamwork

We are in an age of transformation. The world is changing in many areas at the same time. Fascinating technological developments are facing major crises and threats. New regulations will shape the world of tomorrow. This has significant consequences for business and industry. Business models are changing, as are the framework conditions we have to work with.

One thing is clear: only those who actively embrace these changes will be able to survive in the long term. In the world of healthcare, we are currently seeing how quickly an entire industry can change: After the company Novo Nordisk announced a few days ago that it had successfully completed trials for a presumably ground-breaking drug for the treatment of kidney failure, on the other hand, future prospects for dialysis specialists are suddenly being assessed radically differently by the stock markets. The crucial question for these companies is now: Will they manage to adapt to these new conditions and use their unquestionable expertise to break new ground?

Transformation projects do not always affect entire business models. They are part of everyday life at many levels in many companies - including here at RENOLIT. This ranges from digitalization to sustainability. For me as a Executive Board member, the question of how these processes can be successfully implemented is therefore particularly important. It is becoming increasingly clear that change is a question of strong leadership. They are often faced with astonishing forces of inertia that threaten to stifle any change.

But why is that the case? Change always threatens the status quo. This usually scares us. We are familiar with the here and now - the changed future brings uncertainty at the very least. This is the reason why many people unconsciously resist change - and I don't want to be free of this either. This applies to major transformation processes as well as those on a smaller scale, for example in team processes. Quite often, however, they are even actively torpedoed. As a manager, it is therefore my job not only to initiate transformation processes - but also to build a culture of trust for them.

An important tool: very specific goals must be defined and communicated transparently. It must be clear why there should be a change at all and what the end result should look like. What is in it for us? This question must be answered for the team. And that's why comprehensive explanations and information are needed. The entire team must be able to fully understand the desired changes. Because only then will they be shared and ultimately implemented successfully.

Changes on both a large and small scale are exhausting, often full of risks and not easy to implement. But they are the only way to a successful future. At RENOLIT, we have already established a real wind of change in many areas in recent years and have repeatedly broken new ground with great courage. As a member of the Management Board, it is particularly important to me to further develop this corporate culture. I am convinced that this will make us even stronger. Change management is a real competence for the future - one that is highly valued by the Executive Board at RENOLIT.