Abstract
This study investigates a new initiative; the centralization of administration in the Danish Regiments in the Army, introduced January 1st 2019 and expected to be fully implemented December 31st 2019. The study examines the consequences the initiative has for employees in the Danish Engineer Regiment in Skive and how it influences the role and identity of company staff. Built as an empirical study using an abductive research method, data was collected in several steps. Methods used include observation and semi-structured interviews with leaders and employees. The data was then analyzed using New Public Management theory, change management theory and other leadership theories. From the investigation, several key findings develop; most importantly a separate sensemaking process taking place. It divides the employees into three groups: company staff, company employees and the administration department. The study analyses the three groups separately to understand how they have made sense of the transition so far. As a result, several consequences of this centralization are detected, making it possible to interpret and determine what barriers are causing this to happen. The main argument of the study is that barriers need to be broken to minimize the consequences and ensure a successful transition for the employees. This demands leadership, specifically from company staff. However, because their role is also changing dramatically in this process, they need guidance from their leaders. The status of the centralization is, so far, stuck in between phases due to several barriers causing multiple consequences. These changes are redefining the role of the Company leadership team, which has to find a new balance between a civilian management style and battlefield leadership. More than 10 years ago, the leadership role was also redefined and several initiatives were taken to make sure the transition happened. Among others, a new groundwork for leaders in the Army was written. Maybe it is about time that they write another one.