Sweden
I have 20+ years of transformational leadership experience from different companies and organizations. My holistic understanding helps me to understand the needs and challenges across the end-to-end value chain, connecting the dots between strategy, capabilities and the transformation needed. I have a mindset being open and curious of the environment, good at facilitate and managing change and fun working with. I’m a good listener and coach and strive to create energy, challenge, inspire and motivate people and teams. Methods and capabilities: Strategic Planning, Lean-Agile Portfolio Mgmt, Program & Project Mgmt, Change Mgmt, Operating Model & Organizational Development, Problem Solving Methods, AI, Business Process Mgmt, IT and Resource Mgmt, Enterprises Architecture, Corporate Governance, Risk Mgmt, Balanced Scorecard & Performance Mgmt Systems, TQM
Responsibility: - Leading the operating model workstream in a global, strategic program to implement new capabilities (people, process, system, data) to future proof Ingka marketing landscape to meet the customer expectations of tomorrow. - Member of Ingka Global Marketing management team Result: - Work ongoing creating an operating model (as-is, to-be, plan for change on future ways-of working) - Blueprint created together with external consultants and key internal stakeholders - The work is now finalized and synced with other workstreams and stakeholders cross IKEA, eventually implementing the roadmap of different movements including new MarTech solutions
Responsibility: - Lead and drive the work from strategy to operations, delivering digital solutions to the Ingka CFO function - Member of extended INGKA Group Digital management team Result: - Leading an implementation of a streamlined organizational structure, optimized delivery model in the SAP areas - Blueprint created together with external consultants and key internal stakeholders
Responsibility: - Leadership, advisory and expert within Transformation and Change management for Services and Global Quality (one of the three business areas in Tetra Pak) Result: - Sounding board and strategic advisor for senior stakeholders and transformation leaders, such as Vice Presidents, Steering Groups and Program Managers, guiding and coaching Services and Global Quality to make the change towards the strategy more successful. This included revitalizing a strategic program getting alignment around objectives, scope and plan forward (through various Design Thinking workshops) - Leading the change management track in two strategy programs focusing on leadership behaviors and mindset re Quality throughout the company, through the entire pre-study phase. One of the programs included selecting a strategic change and people partner
Responsibility: - Manage the overall Portfolio for all Transformation (with a Digital element, budget. €80m), including a monthly forum reviewing the larger initiatives to ensure good quality and expected value and outcome - Manager of the global Business Transformation (BT) process, including coaching of Global Process Owners and Drivers, Steering Groups and Program / Project managers. Result: - I developed and implemented a modern approach for Portfolio Management to strengthen the link from the strategy to capabilities and transformation programs; eventually maximizing the value and outcome from the initiatives and ensuring transparency and agile re-prioritization throughout the cycle. In a second step, I had the Portfolio track lead implementing a new solution (Planview), still the cornerstone managing the initiatives. - I updated the BT process (covering people, process, system, and data) to not only cover traditional waterfall projects, but also more agile ways-of-working and a modern change management approach.
Responsibility: - Project and change management - leading a senior team with managers coming from different business areas within Tetra Pak with the objective to create and revitalize a strategic partnership with a supplier Result: - Successful implementation of an Operating Model for Opportunity Management & Project Deployment. - focusing on automation and digitalization capabilities. - Tetra Pak and the supplier are now much more integral with clear responsibilities on both ends; together helping many customers maximize overall plant effectiveness and minimize operational cost.
Responsibility: - Lead the overall development of long-term capacity, in the end ensuring Global IT had a global pool talented resources to deliver the business needs in the portfolio at the right cost (600 employees, 100 consultants) - Mgmt team member for the SAP implementation globally - Competence leader for the Project Management capability in US, Sweden, India and Singapore (30 employees, 10 consultants) - Manager for 25+ employees in Lund, Sweden Result: - I managed to decrease the hourly rate with 10 €/h; still ensuring good project KPIs and services. - We managed to cut the SAP implementation cost by 50%, among others by outsourcing the ABAP development to TCS in Mumbai, India - Successful allocation of the right manager for the right program and project (80-120 per year). - The last years I mainly had senior resources (Sr Project Managers, Sr Architects etc.) in my team. I believe I’m an active listener and a strong coach and mentor, not only for direct reports but also in my network.
Working with process-and operational development within a quality department to improve and integrate the entire supply chain from sales to back-end and production. This included overall cross-team coordination to different cause and effect analyses.
Greater Helsingborg Metropolitan Area