Abstract
The organizational change of LVV started in early 1996 when Emma van Nijmegen, the new Managing Director of LVV, was appointed as its head. She totally transformed the company which was non-profitable into a market-focused organization. The main goals that she wanted to carry out were to change the former culture, to build a new image and to communicate more openly. In 1986, Neerlandia, a shipping company, took over LVV and put at its head in 1991 the former director of its human resources. The thing is that he was never in contact with basic employees on the field to interact with them. He preferred working alone without his management team, which was by the way not a real team. As a result, wrong strategic decisions came out and pushed the company towards real bad times. Therefore, employees were not motivated at all and were under pressure, stressed out, because they did not believe in what they were doing and at the same time did not trust the top management. The result of this awful management drove the company to a consequent downfall with a huge loss of revenues. Even if he used to be the HR Director, he never got the necessary skills and capabilities to manage different kinds of people, from truck drivers to its executive committee. That is why, at the end of 1995, Neerlandia decided to fire him. The next three months knew a kind of rebellion among the top executives and they decided to manage their business the way they did in the past. Thus, it started to be judicious and strategic and wanted to hire someone who would be able to face it's difficult position and implement new strategic solutions. That is why, Emma van Nijmegen, a young Neerlandia manager, was chosen because of her talent and her past experiences during her career that made her very competent, a risk-taker, and able to listen and understand quickly.
