Background
A company in the construction sector promoted an outstanding engineer to manager of a 52-person department, split into 4 regional offices. However, it turned out that the engineer lacked the managerial competencies and sound understanding of how the organization as a whole functioned. Problems appeared in the execution of managerial tasks, and during board meetings his participation was insufficient and inadequate for the requirements of the board.
“Thanks to the support of consultants of the Gauss Institute, I switched from AutoCAD to Excel”
Manager in the Challenge Driven Development program