Post by Anding & Company

Management is often positioned too far or too close to the project. Both positions produce yield loss.   When the management is too from the transformation program, project updates become formal and one-sided, with no productive dialogue. Too close: management's presence changes working-level behavior, making teams either risk-averse or over-eager to commit to ambitious milestones. In smaller, family-owned companies where leadership is already involved in daily operations, this proximity opens the door to upward delegation. The moment management becomes a parallel or fast-track decision channel, reporting logic, transparency, and team effectiveness erode. Define the interaction at the start. Document it in the RAPID matrix. Use the principle "only do what only you can do" as the guide for involving management at all levels – portfolio company, holding, and investor. Early on, leadership backs the strategic goals, helps identify and free up the right core team candidates, and works with the Program Director on incentivization. In later phases, they provide backing – especially when challenges arise. Management and PE can also open access to expert and talent networks. The Program Director reports to management weekly and to the board monthly. Management should not be drawn into micromanaging meetings, milestones, or content decisions – doing so derails the core team's responsibility and expertise. Read full paper here: https://bit.ly/TrafoPE #PrivateEquity #Mittelstand #Transformation #ChangeManagement #OperationalExcellence #PostMergerIntegration