Hot Topics Q&A “Practical ways to manage your team in times of change” Tuesday February 31, pm to 5pm (London time)

Five times a year we bring together unique groups of industry leaders and consultants to share their varied experiences on innovation ‘hot topics’.

These sessions are a powerful blend of good counsel drawn from multiple engagements, and in depth insights into specific company situations.

ANDREW LOVELESS General Manager at Relay Consultants Andrew Loveless is a recognised thought leader in the human capital, performance management and knowledge management sectors. He developed GE Capital’s alliances with IBM Global Services and has a worked with organisations such as Accenture, General Motors, Raytheon and Citi Group.

GERALD NEUVILLE Global Marketing Director at BASF Gerald manages a multi-layer, cross-functional and international group of 30 highly- qualified marketing and R&D professionals, based in Germany and in the USA. He leads high-profile projects at BASF such as strategic planning, cross-border mergers and acquisitions and post- merger integration.

DANNY SCHOEMANN Senior Project Manager at answers.com Danny Schoemann is a senior Project Manager who specializes in managing virtual teams in a matrix management setup, overseeing the Change Management process and keeping his teams on track with the bigger picture while boosting morale. Currently Danny works at Answers.com, launching the international versions of WikiAnswers.

SEAN WARREN Director of Research at Pure Insight Sean has 20 years experience in the packaging industry. During that time he has worked for some of the world’s most admired companies. He has managed packaging projects ranging from retail to FMCG and Healthcare Sean oversees Pure Insight’s research agenda, and delivery of its custom in house programmes for corporations.

Questions include: 1.How do you manage the adverse impact on employee morale, engagement and productivity when rumours of change take hold? 2.How do you handle different types of restructuring? 3.What factors do you take into account when restructuring a team? 4.How do you ensure that individuals are treated fairly?

Questions include: 5.How do you “break bad news”, and what support and guidance do you provide when news is bad? 6.What support and guidance do you provide to help retained team members focus on new business objectives, especially after seeing redundancies in the team? 7.After a buy-out or the acquisition of another business, how do you ensure that new team members are effectively integrated into an established team?