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Energy service companies are facing increasing economic pressure due to the liberalisation and regulation of the energy and communications markets. The ever faster pace of change in the environment in which these companies operate, with their often long-established structures, requires a greater willingness to change. In search of an adequate means of meeting these challenges in the future, Liechtensteinische Kraftwerke has initiated a pilot project. Internal employees were trained to become change agents. The relationship between line managers and change agents was given special attention in the pilot project through the use of mentoring. The extent to which the set goals were achieved is part of this study.