Change Enthusiast & Provocateur

Eike Wagner

Since 2000 I have been supporting individuals, teams and organizations in times of change: intended and imposed. I conducted scientific research in Oxford and applied research in organizations. To speed up my learning and increase my impact, I initiated the

Cooperative Change Group

and currently act as CEO.

As a speaker I provide stimuli for new ways of thinking and acting. As a lecturer I share my experience with students at University of Munich.


- leading change

- agile change management

- leading self-organized teams

- change that sticks

- agile strategy development

Adobe Acrobat Dokument 6.6 MB

My Purpose

I help individuals, teams and organizations become the best and most purposeful version of themselves: finding their true north, leveraging their full potential and contributing to a better world.


Any profound change can only be successful if all those involved share a common purpose and come to a powerful new identity. And any profound change requires letting go some of the old and co-creating the new together.


My Role

A change supporter needs to fulfill different roles at different times. As we are who we are, we can be good at many things but we can only be great at very few things.
My strength is to identify the barriers to, and drivers of, change and have the courage to tell the people who need to know - whoever they are.
I will always be grateful to Daryl Conner for sharpening my role in the Raise Your Game retreat.


In a complex situation, a traditional change management approach cannot lead to success. When variables and interdependencies are unknown, an iterative approach with self-organized teams driven by a common purpose is the solution.

If you want to participate in a collaborative effort, please share your thoughts on the idea of Agile Change Management we experiment with in the CCG.


My Approach

Whatever you want to change: it is probably related to something else. Whether complex or only complicated: I believe in the visualization of "all" changes with a tool such as the change wheel.
At the core of the change wheel is the purpose, the why, the reason for being or the reason for change.


Alone, without support of colleagues, no one has ever achieved anything great. Profound change, in particular, can only be achieved by a joint effort of motivated people who cooperative constructively - especially when they have opposing views.


I am proud that, together with my teams, I could help these organizations and their employees with their change efforts:

adidas I Arcadis I Arcandor I BSH I Beiersdorf I Bechem I Bundesagentur für Arbeit I Bilfinger I BKK Essanelle I BMW I Brenntag I Carl Zeiss I Cooperative Change Group I Condor I I Daimler TSS I Deutsche BahnI Diehl Aerosystems I Danone I Dräxlmaier I Dräger I E.ON I EWE I FHDW Paderborn I Giesecke&Devrient I GreyLogix I HEV Heimwerkermärkte I Hochschule München I Hochschule Kempten I Horváth & Partners I Infineon I Insight Technology Solutions I Intervet I juris I Knorr-Bremse I Leitwerk Consulting I Münchener Hypothekenbank I OSRAM I Oerlikon I OBI I ProSiebenSat.1 I Rottal Terme I Roland Berger Strategy Consultants I Ruhr-Universität Bochum I Siemens I Schaeffler I Sony I Sky I Sara Lee I S-Bahn Berlin I Stadtwerke München I thyssenkrupp I Telefonica I Universität Wuppertal I Vattenfall I Wirtschaftsverband für Industrieservice I