Most people experience their new role as “process owner” and “competence provider” as liberating and personally developing. It is exciting to be trusted. There is a sense of empowerment in being able to influence things, and it is challenging to be one’s own quality controller.
At the same time, this change reveals new organizational needs and new problems. It affects identity and emotions. At first, everything feels fine. Most people have enough experience, competence, and confidence to perform well in the new role. Over time, however, this becomes a temporary solution.
Customers demand more and more. There is less time for general competence development and for shared learning with colleagues in other projects. The original colleagues develop in different directions, and new people join whom you do not really get to know

Intranets and open workspaces replace the old information meetings, without necessarily creating anything new in their place. Gradually, the sense of belonging and the identity of the original professional community weaken.

The customer discovers that the quality profile is no longer predictable, even though the invoice still carries the same address and logo. A feeling of emptiness appears. The most independent individuals eventually begin to work as independent consultants.