SUPPLY CHAIN MOVEMENT, No.40, Q1 2021
Management
Focus on learning to collaborate, innovate and change
The importance of cross-functional talent development
Different times call for different competencies. More and more companies are adapting their talent develop- ment programmes; the focus is shifting from functional skills to competencies such as learning to collabo- rate, learning to innovate and learning to change. This is necessary, because research shows that the genera-
tion gap in the supply chain is widening rather than narrowing. By Marcel te Lindert
T
he kick-off of Power Up Grundfos, the Danish pump manufacturer’s talent development programme,
was held in February 2020. The com- pany’s 25 highest-potential employees from around the world travelled to the Poul Due Jensen Academy, its own train- ing complex in Bjerringbro. The par- ticipants came from various positions, ranging from quality management to supply chain and from production to commerce. They were due to spend six months working in cross-functional teams on four projects. But before they had properly started, COVID-19 took hold.
That presented the necessary 20
challenges. “We discussed it at length: should we continue that edition of the programme or cancel it altogether for the year? It was intended to be an inten- sive programme with numerous face- to-face sessions including a mini MBA in the USA. And those face-to-face ses- sions had been rated particularly highly by participants in previous years,” says Michele Sterlecchini, Vice President Supply Chain at Grundfos. Grundfos ultimately decided to press ahead with the programme, and it unexpectedly turned out to be more successful than ever. The outcomes of the projects and the resulting recom- mendations were of higher quality than previous years and participant feedback was even better too. “We want our high potentials to learn to collaborate with
each other, but also to find their way within the rest of the organization. They have to get buy-in from the departments involved, win support from higher man- agement and gather information eve- rywhere. Because everyone was forced to work remotely, it was easier to gain access to all those people – without the hassle of diaries, face-to-face appoint- ments and airline tickets. There was greater flexibility within the organiza- tion,” Sterlecchini explains.
Transformation
The Power Up Grundfos programme is a key instrument in the Grundfos Strat- egy 2025, which the company introduced in late 2019. It is aimed at optimizing the entire order-to-cash process. “We’ve segmented our customers and defined five product/market combinations. We have customers that we can supply from stock, but also customers for whom we have to use other concepts such as con- figure-to-order or engineering-to-order. We’re now in the process of tailoring our order-to-cash process to these differ- ent needs and we’re also adapting our organizational structure accordingly. Since 1 January, Grundfos has four divi- sions based on the various customer seg- ments,” says Sterlecchini, who is leading the operation of one of those divisions. This transformation also has implica- tions for the supply chain. Grundfos is moving away from the idea of ‘one size
fits all’. “We were used to a single well- developed concept, based on a finely meshed distribution network. But no approach is optimal for all segments, which is why we’re now opting for a dif- ferentiated approach.”
The new strategy has led to adjustments to the existing talent development pro- gramme. Grundfos had several internal academies – for supply chain as well as for other disciplines such as product development and production – which were set up to strengthen relevant knowledge and skills. “That’s important and we will continue to do that, but we also want to eliminate silos from our organizational structure. That’s why we established the Power Up Grundfos pro- gramme; we want people from differ- ent disciplines to learn to work together with a focus on the different customer needs.”
The guiding principle in Grundfos’s transformation is end-to-end thinking. Employees tend to focus on their own role and sometimes lack awareness of how their actions impact on other parts of the company. Sterlecchini cites ‘intelligent risk-taking’ as an example. Employees have to be able to put them- selves in someone else’s shoes to under- stand the risks associated with their own decisions. “Our annual employee sat- isfaction survey shows that this is what our employees are asking for. Connect- ing the different departments makes
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