Anne-Marie Reinecker moves up to the management board.

Anni, you have been a part of Movendo for quite some time now. What do you particularly appreciate about Movendo?
I appreciate Movendo in many ways, especially for the diversity of both the topics and the people who come together under the Movendo umbrella. Since I started in 2012, Movendo has evolved considerably. With our core team and another 50 consultants in our community, we now handle many different projects, including international ones. This makes the work super interesting, both in terms of content and interpersonal skills.
Another thing I personally appreciate about Movendo is the closeness within our team. We have gained a lot of experience in this area in recent years, and it's fun to work together on such a basis of trust.

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 was a trainee for 2 years before rejoining as a consultant in 2017. Therefore, I know well the development Movendo has made over the last decade.
This development has always been characterized by decisions being prepared and made jointly with the team. We will continue to adhere to this 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's why we, as the entire Movendo team, have set ourselves the new strategic focus for this year: "Genuine. Connected." as our new strategic direction for this year. I see my task now in further inspiring and filling this motto with life and I am very much looking forward to that.
In addition, it is important to me 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 moves you in terms of topic in your role as a consultant?
In my role as a consultant, I am particularly moved by change processes. In organizations, these are often very process- and content-driven. It is often forgotten to consider the people involved and to include them. In the end, they are faced with a fait accompli - usually unhappily. That doesn't have to be the case. For me, the greatest attraction of my work lies in supporting people in change to stay in motion or to 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 and thus the courage and commitment are given to tackle things and dare new perspectives and paths.

What can customers get into a conversation with you about? 
About all topics related to leadership and corporate culture, of course, but also about

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

Another conversation that would really appeal to me would be one that begins with: "Anne-Marie, we are facing a change. There is still some time ahead, but we would 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 pity when we join quite late in a process. Usually when things are already really grinding somewhere. That's totally okay, too, and it's exciting to find a solution together with the customer. Nevertheless, it would be appealing to start the joint journey earlier.

Recently, we've also seen more critical views on such hyped topics as new work and self-organized work. What do you observe in this regard? What questions do you encounter with your customers about such trend topics? How do you assess the further development?

From my observation, it's not a criticism of the issues 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 work on an organization in the hope that no more problems would arise. However, the big awakening always came quite quickly. From my perspective, this is exactly why it has become somewhat quieter around these topics. Companies have realized that these trends are not a panacea, but that they can only add value in a purposeful way. I, too, can call myself an "Agile Transformation Manager" and the methods and tools behind this are good and can be helpful, but only in a targeted manner and in conjunction with an appropriate attitude.

From my point of view, the future will be much more about values and the associated clash of the different perspectives of generations. My sister, for example, has the clear perspective in her mid-20s that she definitely does not want to work a 5-day week, and she is not alone in her generation. Freely according to the motto of Frank Behrendt "Love your life and not your job". That sounds radical at first, but it's basically a valuable thought. And if we look at this development, companies and managers will need to question their values and also their culture and attitude even more. Because, in perspective, 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 am always pleased to see the Movendo style of collaboration as a good example. 
But I'm sure there will be other important topics, because people are different and so are companies and their specific challenges.

What do you personally wish 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, a wife and a business manager.