Global lederudvikling i FLSmidth v. Jan Ertmann Karlsen.pdf

Region Hovedstaden 19.9.2012 

The information contained or referenced in this presentation is confidential and proprietary to FLSmidth and is protected by copyright or trade secret laws.

Global Lederudvikling i FLSmidth 

- September 2012 

Jan Ertmann Karlsen 

Head, Group HR, People & Organisation Development 

The information contained or referenced in this presentation is confidential and proprietary to FLSmidth and is protected by copyright or trade secret laws. 

7 December 2012 2

Oplæg 

• Introduktion 

• Strategisk tilgang 

• Erfaringer i forhold til lederudvikling 

• Tanker i forhold til Norm’s 6 teser 

• LEAP 

• Min udfordring til RH’s lederudvikling 


7 December 2012 3

Introduktion 

• FLSmidth A/S 

• Novo Nordisk A/S 

• Novozymes A/S 

• Arbejdsministeriet 

• Udenrigsministeriet 

• Direktoratet for 

Arbejdsmarkedsuddannelser 


7 December 2012 4

Group HR * 

Jakob Lyngsø Andersen 

HRIS 

Raja Sekhar 

Paladugu 

HR Support 

Businesses 

P&O 

Development* 

HR Support 

Americas 

HR Support 

APAC 

HR Support 

EMEA 

Labor Relations 

Jan Ertmann Karlsen 

Richard Wray 

Krishna Ramamurthy 

Jakob Lyngsø Andersen 

Søren Juul Almind 

CS * 

North America 

Brazil 

Canada 

Australia 

Denmark 

Italy 

Shared Services 

Peter Larsen 

Gisele Alcantara 

Penny Edwards 

Jakob Lyngsø 

Andersen 

Sergio Simoni 

Krishna Ramamurthy 

O&M 

Peter Larsen 

South America 

USA 

Richard Wray 

Orillia 

Terri Melvin 

China 

Germany 

Markus Ruf 

Poland 

Ilona 

Modrzejewska 

Travel Security & 

Mobility 

Mette Bonde 

Bulk * 

Markus Ruf 

NF * 

Richard Wray 

Cement * 

Tina Jaltved 

Cembrit 

Jette Lis Jensen 

APAC 

EMEA 

Bethlehem * 

Celeste Coffey 

Krebs 

Nick Babyak 

Pekin 

Steve Stewart 

Salt Lake City 

Wayne Squire 

Spokane/Boise 

Ken Clement 

Knelson 

Leslie Moore 

Chile 

Alberto Moran 

Peru 

Eduardo Cisneros 

Beijing 

Amy Song 

Qingdao 

Helen Yan 

India* 

Krishna 

Ramamurthy 

Delhi 

Krishna 

Subramanyashastry 

Mumbai 

Laxmi Ramnath 

Wadgassen 

Markus Ruf 

Pfister 

Karin Schweikl 

Wuppertal 

Nicole Jakob 

Russia 

Marina Malinina 

South Africa 

Chantal 

van der Walt 

Switzerland 

Petra Koch 

Health & Safety 

Uffe Halldorsson 

CSR 

Ann-Katrine 

Havris Lundgaard 

* Indicates membership of the Global HR Leadership Team 


5

Strategisk tilgang til lederudvikling 

Existing & new 

- Markets 

- Products 

- Usages 

Business Approach 

Strategic 

Approach 

Securing the right 

Organisation to handle 

current and future 

challenges 

- Man. structure 

- Pipeline 

- Consequence 

Leadership 

Capabilities 

Transformatio 

n 

Adaptation 

Integration 

Organisational 

Development 

- Org. structure 

- Re-organisation 

- Consequence 

Securing capability to 

Lead current 

and future challenges 

Workforce 

Adaptation 

Securing the right 

People to handle current 

and future challenges 

- Workforce Structure 

- Demography 

- Consequence 

12-12-07

Erfaringer i forhold til lederudvikling 

• Forankring 

• Horisontal lederudvikling 

• Vertikal lederudvikling 

• Effekt / Måling 

• Forretning 

• Kunder 

• Organisation / Medarbejdere / Ledelse 


7 December 2012 

7

Forankring – horisontalt og vertikalt 

• Horisontal lederudvikling 

• Topledelse Visionær - Organisation 

• Mellemledelse Strategisk - Funktion 

• Linjeledelse Taktisk - Ledere 

• Teamledelse Operationel - medarbejdere 

• Vertikal lederudvikling 

• Ledelsesgrupper sammen 

• Udrulning sammen 

• Opsamling sammen 

• Læring sammen 



8

Effekt / Måling 

• Forretningsperformance: 

• Fx evnen til at tjene penge / Spare penge 

• Markedsperformance: 

• Fx effektiv brug af markeder / produkter / anvendelse 

• Organisatorisk performance: 

• Fx opbygning af transparens / agilitet / beslutningskompetence / 

processer 

• Medarbejderperformance: 

• Fx produktivitet / engagement / motivation / loyalitet 

• Ledelses Performance: 

• Fx resultater / omkostningsstyring / delegering / udvikling / 

retention / sygefravær samt vurdering i bred forstand 



9

Norm’s teser – interessant 

1. Adm direktør og bestyrelsen fører an 

– Forstår at talent og lederudvikling skaber værdi 

2. Brug bred vifte af assessmentværktøjer 

– Giver bedre overblik omfang og form for nødvendig udvikling 

3. Tilbyd skræddersyet lederudviklingsprogrammer 

– Ledere underviser selv internt 

4. Integrer systematisk ledernes daglige arbejdsopgaver i 

lederudviklingen for at fremskynde potentialet 

– Koblet business og udvikling og fokus på behov 

5. Mål det der betyder noget og hold lederne ansvarlige for 

resultatet 

- få mere - koblet til belønning 

6. Støt Leadership Brand 

– invester i leder- og virksomhedsudvikling 



10

Norm’s teser – interessant 

1. Adm direktør og bestyrelsen fører an 

– Forstår at talent og lederudvikling skaber værdi 

2. Brug bred vifte af assessmentværktøjer 

– Giver bedre overblik omfang og form for nødvendig udvikling 

3. Tilbyd skræddersyet lederudviklingsprogrammer 

– Ledere underviser selv internt 

4. Integrer systematisk ledernes daglige arbejdsopgaver i 

lederudviklingen for at fremskynde potentialet 

– Koblet business og udvikling og fokus på behov 

5. Mål det der betyder noget og hold lederne ansvarlige for 

resultatet 

- få mere - koblet til belønning 

6. Støt Leadership Brand 

– invester i leder- og virksomhedsudvikling 



11

LEAP – Organisatorisk lederudvikling 

The information contained or referenced in this presentation is confidential and proprietary to FLSmidth and is protected by copyright or trade secret laws.

LEAP @ FLSmidth 

• Leadership programme for divisional management teams 

• Modular 

• Based on selected, core models 

• Tailored to division’s needs 


Slide no 

13 •

LEAP is a development program 

designed to 

• Strengthen common purpose in Management and 

Leadership 

• move the team ever closer together 

• Build on clear goals, responsibilities and processes to 

support the business. 

• Address both Team Performance & Personal Growth 

• Move the management group from a clear statement of 

team purpose, through creating an engagement culture, 

to maintaining peak team performance 

• Encourage individual contribution and development 

• Make learning together fun 


Slide no 

14 •

LEAP aims to 

• Offer a common set of selected leadership models and leadership 

vocabulary within FLSmidth 

• Support a common, one-company culture 

• Allow tailored adaptation to suit divisional, team and individual 

purposes at local level 


Slide no 

15 •

LEAP combines real work and 

learning 

• modules reflect present challenges in the organization 

• three-pronged approach during each module: 

• a new “topic” 

• team development 

• individual reflection on one’s own IDP 

• managers challenged to apply learnings back in the 

workplace via a short assignment or action plan 

• brief, job-based preparation for each forthcoming module 

maintains a practical edge to the programme. 

• possible meeting up in buddy teams between modules – 

a chance to discuss personal and business issues in a 

closer, confidential setting 


Slide no 

16 •

LEAP key outcomes 

By the end of a LEAP programme, management team will: 

• be familiar with the concepts and language of high 

performance teams 

• and know what it takes to build one 

• be aware how strategy is cascaded through an 

organisation 

• and know one’s own role in creating an effective cascade 

• be able to adapt one’s personal management style 

• and know how to get the best out of people 

• understand how organisational forms meet market needs 

• and know how to manage within changing structures 

• be aware of the role “self” plays in leadership 

• and be able to get the best out of oneself at work 


Slide no 

17 •

LEAP is modular - Core titles: 

• Forming the Team 

• Creating the Baseline 

• Strategic Anchoring 

• Performance Management 

• People Management 

• Getting the best out of others 

• Engaging Culture 

• A motivating place to work 

• Developing the Workplace 

• People and Organisation Development 

• I, Me, Mine 

• Self-mastery for leadership 


Slide no 

18 •

LEAP is modular 

• Modules can be selected, mixed and matched 

• Content within modules can be adapted or new content created 

• New modules can be developed 


Slide no 

19 •

LEAP - a common platform 

Core models include: 

• Beckhard – organisational development 

• Buckingham – engagement 

• Hersey – situational leadership 

• Katzenbach – high performing teams 

• OPR 

Other: 

• IDP feedback model 

• Tuckman 

• Maurer 

• Mintzberg 

• Hofstede 


Slide no 

20 •

Måling på ledelsesgruppe 

Kite: Optimising Team Development 

Average - Actual 

Average - Should be 

Goals (G) 

8,0 

7,0 

6,0 

5,0 

4,0 

3,0 

2,0 

Relationships (I) 

1,0 

- 

Roles ® 

Processes (P) 

Eksempel 

TEST 



21

Måling på ledelsesgruppe 

Q18 ® 

Q3 (G) 

8 

Q7 (G) 

Q12 ® 

7 

6 

Q13 (G) 

Q11 ® 

5 

Q16 (G) 

4 

Q9 ® 

3 

2 

Q20 (G) 

Q2 ® 

1 

0 

Q1 (R&R) 

Actual 

Should Be 

Q19 (P) 

Q5 (R&R) 

Q15 (P) 

Q10 (R&R) 

Q8 (P) 

Q14 (R&R) 

Q6 (P) 

Q4 (P) 

Q17 (R&R) 

Eksempel 

TEST 



22

Måling på individ i ledelsesgruppe 

In the last year, have you had opportunities at work to learn and 

grow? 

In the last six months, has someone at work talked to you about 

your progress? 

Do you have a best friend at work? 

Do you know what is expected of you at work? 

7,5 8 

6,5 7 

5,5 6 

4,5 5 

3,5 4 

2,5 3 

1,5 2 

0,5 1 

0 

Do you have the materials and equipment you need to do your 

work right? 

At work, do you have the opportunity to do what you do best 

every day? 

In the last seven days, have you received recognition or praise for 

doing good work? 

Are your associates (fellow employees) committed to doing 

quality work? 

Does your supervisor, or someone at work, seem to care about 

you as a person? 

Does the mission/purpose of your company make you feel your 

job is important? 

At work, do your opinions seem to count? 

Is there someone at work who encourages your development? 

Actual 

Should Be 



23

Region Hovedstaden 

• Hvilke af jeres ledere er over, hhv under linjen? 

• Hvorfor? 

• I hvilket omfang vil det ændre sig, hvis den der leder dem skiftes 

ud? 



24

Tre tanker... Veni – Vidi - Vici 

• Jeg vil gerne kunne sige tak for, at; 

• Jeg kom: Hurtigt ind – Hurtigt ud 

• Jeg så: Rigtig kvalitet – Rigtig pris 

• Jeg sejrede: Rigtig diagnose - Rigtig behandling 



25

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