Back

Change Through Transformational Leadership

Hosted by: Essity

HR leaders gathered recently to discuss managing and leading change through transformational leadership at ChapmanCG HR Leaders’ Roundtable event, co-hosted by, and held at the offices of, Essity in Munich. Essity’s Vice Presidents for HR, Bogdan Radakovic and Peter Hemmingsen stressed the importance of sharing ideas in a positive environment and we were also pleased to be joined by an inspirational group of HR leaders.

Creating a legacy culture

Our hosts, Bogdan and Peter, kicked off the session by explaining the challenge they had on their hands with a company that only two years ago had no name and 48,000 employees. Essity was part of the hygiene and forest products company SCA until 2017, when the company spun off the hygiene operations that then became listed as a separate company.

They had to re-identify themselves in a new company constellation and talked a lot about their set of four beliefs and behaviours, one of which being ‘collaboration’. Without collaboration they felt they wouldn’t get far. Another of their big drivers was ‘courage’; working hard to investigate what prevented people from being courageous and recognising courage with the organisation.

It’s wonderful to hear the story of the ‘Essity’ name, a name for the ‘new’ company born out of a combination of ‘essentials and necessities‘, a concept which came about through the workshopping and involvement of the employees.

Essity had to go through a cultural evolution, from the bottom up and the top down and strategic communication was key to leading change. All partners at the event agreed that change is a leadership commitment, not just an HR project, and that global executives need to champion this culture.

The conversation steered towards defining a culture and what does your company culture look like. Looking at the current state of the culture and conducting ample research helps to present a culture picture, portraying the positives and negatives. The evolution of culture is ongoing and should never be a completed project, continually integrated into the leadership development agenda.

Barry Phegan, Ph.D. quoted: “A company culture evolves if it develops in a direction that is good for people, and good for business. The process mirrors biological evolution, where genetic changes survive because they are advantageous to the species. Similarly, desirable corporate changes are those that ensure the health and long-term survival of the company.”

Employee feedback and measurement

Culture Amp suggests that communication needs to be a loop and that without closing that loop a change management programme may take longer, be harder to implement, cost more money and be more complicated than hoped for.

Discussed during the event was the working environment and what kind of input employees should have when shaping organisational change, across all levels including business units, functions and countries. Different tools and resources are being used to effectively manage employee feedback, including pulse surveys and one question a month style polls. These short and sweet surveys tend to receive more engagement than longer annual surveys and follow a change in real life.

Employee feedback provides a rich insight into what may or may not be working for any change programme and alongside this sits organisational performance. HR analytics can present a variety of useful insights and trends including leadership and team assessment data, business performance and cultural shifts.

Sandoz reported that culture impacts on their performance factor by up to 50% and sometimes the simplest of changes can be symbolic, for example abolishing allocated parking to senior executives.

Sandoz also stated that they consider Diversity and Inclusion to be significant to cultural change, and while diversity is present, inclusion can always be a choice. Their flexible working policy was there, but the workforce was afraid to use it. After their Diversity and Inclusion Council approached this issue by way of analysing a maturity model on various markets, in ten months there had been a significant change and uptake of flexible working.

Conclusions

Through both the presentations and input from participants, cultural change is believed to be driven by the business as a whole and not just an HR innovation. Culture is built on a story that will help shape, evolve and sustain an organisation and as such, leaders and role models need to become good ‘storytellers’ to motivate the workforce. These storytellers will be across all levels of the business, from the bottom up to the top down, driving a positive push and pull factor.

Cultural change is evolutionary and therefore the pace of change should be adjusted to the audience and organisation as it also evolves within the marketplace. Transformation is unique and the overall goal is to keep things simple, think long term and recognise failures.

In the below recording, ChapmanCG speak with Essity’s Vice Presidents for HR, Bogdan Radakovic and Peter Hemmingsen further on Change and Transformation. 

To keep up with the latest HR trends, subscribe to our quarterly newsletter or follow us on LinkedIn.

 

Newsletter

Keep up with all the latest HR insights and updates.
Sign up

Key Contributors:

Frieder Rummel

Executive Advisor

Executive Advisor
View more
Executive Advisor

Frieder Rummel

Executive Advisor

Frieder Rummel is an Executive Advisor for EMEA with ChapmanCG based in Vienna, Austria. He supports the EMEA team to build relationships with CHROs and global HR leaders in Europe, the Middle East and Africa, with a primary focus on Germany, Austria and Switzerland.

Frieder also works as a leadership consultant and coach, and he leads assessment and talent projects for ChapmanCG. His experience involves decades of intense corporate work, including 18 years with Procter & Gamble, 12 years with Allianz and three years with Hershey’s.

Frieder has worked in Germany and Austria and, most recently, spent eight years in Asia. The focus of his work has been on Human Resources, but he has also spent time as a Managing Director and Head of IT, as well as acting as a company spokesperson. His last corporate role before joining ChapmanCG was as Senior Director, Human Resources, Asia, Europe, Middle East and Africa for the Hershey Company.

Frieder is originally from Germany and holds a Master’s degree in Mathematics from Philipps University Marburg and a Doctorate in Mathematics from Technical University Darmstadt. He speaks both German and English fluently. In his spare time, Frieder enjoys nature and culture and has completed more than a dozen full marathons, with half a dozen in tropical climates.

Latest Articles by Frieder

Culture & Business Transformation 17 September 2019

Change Through Transformational Leadership

HR leaders gathered recently to discuss managing and leading change through transformational leadership at ChapmanCG…

Tim Rayner
Listen
Culture & Business Transformation 16 April 2019

Lessons in Cultural Change from Microsoft

We are on the cusp of the most exciting and disruptive wave of technology humankind…

Tim Spriggs
Read
Talent Development 17 February 2019

New Ways to Digitalise Your Workforce

In the face of digital transformation, HR leaders are turning their attention to building internal…

Frieder Rummel
Listen
Future of Work 19 January 2019

Re-imagining Performance Management

As companies continue to grapple with finding an effective performance management solution, HR leaders are…

Kirsty Jucker
Read
ChapmanCG News 10 January 2019

Top HR Podcasts of 2018

Since our launch of the ChapmanCG Global HR Interview podcast series in 2015, we have…

ChapmanCG ChapmanCG
Listen
Culture & Business Transformation 4 December 2018

The Power of Culture for Organisational Transformation

As the pace of business increases and new disruptive technologies are developed, companies need to…

Anna Taylor
Read
Culture & Business Transformation 9 November 2018

HR Leaders' Guide to Managing Change: Five Insightful Points of View

How can HR leaders manage change? How can they implement the strategies needed to effect…

ChapmanCG ChapmanCG
Read
Digital Transformation 22 October 2018

Five Ways Digitalisation Will Impact HR

Digitalisation is transforming the function of human resources. As organisations look more-and-more towards digitalising their systems…

ChapmanCG ChapmanCG
Read
Tim Rayner

Senior Director

Consulting Team
View more
Consulting Team

Tim Rayner

Senior Director

Tim is a Senior Director with ChapmanCG, based in Spain. He works across both Asia and Europe to identify HR talent worldwide. Tim is originally from the UK and his roles have spanned the UK, continental and Eastern Europe, and Australia.

Throughout his fifteen-year career, Tim has been deeply involved in recruitment, talent management and consulting within HR. His extensive broad business exposure has helped him build a strong knowledge base across a variety of professional disciplines and sectors on a local, regional and global basis. Prior to joining ChapmanCG, he was General Manager of the Hunter and Central Coast region for Hudson in Australia.

Tim has a BA (Hons) in Business and Tourism Management from the De Montfort University in the United Kingdom and is currently learning Spanish. He also has significant past experience as a lifeguard for Surf Life Saving Australia.

Latest Articles by Tim

Culture & Business Transformation 17 September 2019

Change Through Transformational Leadership

HR leaders gathered recently to discuss managing and leading change through transformational leadership at ChapmanCG…

Tim Rayner
Listen
Talent Development 18 July 2019

Performance Reviews Are Not Dead. They’re a Weapon of Mass Engagement

In this thought-provoking piece, Fiona Jury looks at contemporary alternatives to measuring genuine success, and…

Fiona Jury
Read
ChapmanCG News 10 January 2019

Top HR Podcasts of 2018

Since our launch of the ChapmanCG Global HR Interview podcast series in 2015, we have…

ChapmanCG ChapmanCG
Listen
Talent Development 9 December 2018

How to Set Yourself Apart as an HR Leader

For HR leaders to retain a seat at the top table, it’s important that they…

Tim Rayner
Listen
Total Rewards 6 December 2018

An HR Leader's Guide to Compensation and Benefits

Traditionally, many rewards functions have offered compensation and benefits that are ‘one size fits all’.…

ChapmanCG ChapmanCG
Read
ChapmanCG News 18 May 2018

Adapting Rewards to Fit the Future Workforce

Employee engagement is central to ensuring the rewards function can adapt to our changing workforce,…

Tim Rayner
Read
Culture & Business Transformation 8 May 2017

HR Technology and the Employee Experience

We recently met in Paris with a great group of Regional and Global HR leaders…

Anna Taylor
Read
Talent Acquisition 21 April 2016

Facebook Hosts ChapmanCG in London – In With the Old and Out With the N...

ChapmanCG was delighted to welcome 25 Global HR and Talent leaders to the London offices…

Ben Davies
Read
Culture & Business Transformation 23 March 2016

Is Your HR Function Agile Enough?

In March 2016 ChapmanCG co-hosted two Amsterdam HR leaders gatherings at Philips Lighting and Naspers…

Tim Rayner
Read
ChapmanCG News 25 May 2015

‘Storytelling on Steroids’ and other Innovative HR Techniques: Gl...

In the week of 4th May 2015, ChapmanCG held a small series of Global HR…

ChapmanCG ChapmanCG
Read