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This article illustrates how global player, Deutsche Bank, has managed to achieve a change of direction for its HR function: becoming a strategic partner to the business. Follow the authors step by step in this transformational process to see how this change management program developed from strategy to action, making every HR professional at DB a change agent. Find out how strategic competency definition, human resource development, and state‐of‐the‐art information technology acted as levers to engage Deutsche Bank's HR community on this journey.
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Svoboda et al. (2001) studied this question.
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