As a result of an administrative merger between two previously independent colleges, the Functional Management function must be repositioned. Green Rock Consulting was asked to develop a program for a team day, with which Functional Managers can jointly discover what Functional Management is: as a function, as an entity, what they stand for as a group (identity) and what the content is of their service package towards users, academies and management.

“We saw a group of people come in who all happened to perform FB activities, and at the end of the day we saw a group leave who wanted to form a team together.”

After the administrative merger between the two colleges was completed, the Functional Management function must be repositioned. Both management organizations have a different service model, different management relationships and a different job structure. Moreover, the management processes of the two organizations do not fit well together. Specifically for the ICT side of the organization, the integration and harmonization of the technical infrastructure, application landscape, intranet and access management requires a huge effort. In addition to technical challenges, this also requires the harmonization of two service models and the bridging of various cultural differences. In consultation with the client, a program was developed, consisting of two pillars:

1. Coloring and demarcating what Functional Management is;
2. Creating understanding for individual differences and similarities, and exposing each other's motivations (both individually and as a group).

For the substantive program component, the Maes Nine-Face Model (officially the Amsterdam Information Management Model, AIM) was used, among other things. The Management Drives methodology was used for the cultural component. This software measures and provides insight into what motivates a team or a person.

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