Friisberg Denmark recently hosted the "Gå-Hjem Møde" at its offices in Copenhagen, in cooperation with Dreams & Details Academy, on the new requirements for boards.
Together, we offered interesting insights, including a presentation from Jim Hagemann Snabe, which prompted much discussion amongst our guests.
Topics such as the need for boards to reinvent themselves and the constant need for new and up-to-date competences were discussed.
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Susanne Becker Mikkelsen thanks everyone for attending, and for making it such an exciting, valuable and enjoyable evening!
By Silvano Joly, Sales Country Manager, Centric Software Italia.
When one accepts a job and decides to work for a company it is for several interconnected reasons. We can call them Personal Success Factors (‘PSF’). As a person and a manager, I summarize them as the ‘4 C cluster’: C-ash, C-areer, C-ompany, C-ontext. Both when I am evaluating or proposing a job, I try to use this scheme. Every organisation, with a genuine strategy or not, proposes its own mix of PSF, which in turn is successful or not depending on the people who do it and are part of it. It can be applied both for attracting talent or for retaining the best people in your team.
Let's develop, as an example, some concepts around the ‘4 C’ and about why a someone enters and remains in an organization:
C-ash
i.e. the Salary - Everyone has a salary and expectation of what they are worth. The minimum threshold is variable, whereas the maximum one might not exist. Satisfaction with one's salary level is based on a delicate balance between your salary when compared to the external and internal market. Salary is the foundation of the contractual relationship between employer and employee, and it is also the foundation of trust. Remuneration is directly related to performance and mainly related to your quantitative and measurable results.
C-areer
i.e. the organisation and development - This factor combines several elements:
• Positioning within the organization - i.e. status (Director, Executive, Supervisor);
• Job title and description;
• Growth potential plus learning opportunities, visibility in the community, prestige of the company;
• Skills needed and recognized to perform the role
Where your role is not clear or where you have no possibility of development, learning and/or your professionalism is not well identified and recognized the salary may therefore need to be variable.
C-ompany
i.e. Work environment - This factor is divided into three parts:
• Acting values and reputation of the organisation;
• Relations with the management;
• the work environment in general - in fact a safe and big company can be considered the best and safest place where to stay.
No money can compensate for having a bad manager, bad relationships with colleagues, an unhealthy work environment or the bad reputation of an employer.
C-ontext
i.e. Work-Life Balance – This is a very important factor and it can be vital. It includes the type of contract and actual behaviour encouraged by the company in terms of minimising stress; physical security; and location - i.e. not monetary benefits. More and more people consider this balance before taking a job – especially millennials and younger people.
We have seen how important smart working has become and how strategic a company must be in organizing it for its workforce. This can be measured both by tangible benefits, like health insurance, yoga coaching or a nursery in the company and intangible ones like a low levels of stress, frustration; reduced commuting time, clear working hours and a high level of general organisation.
So, my balance in the old and our new normal follows the PSFs and my 4 Cs:
• Within an organization, there may be different mixes of Personal Success Factors, depending on of departments or offices - don’t assume the candidate in front of you is the same as you.
• Ask your HR department to do more than to pay salaries. Have them work with you and discuss together your PSF and those of the team;
• The mix of PSF constitutes your Value Proposition as an Employer, so give one to your candidates and employees as you give one to your sales prospects.
In the last 15 years, I have had the opportunity to work with Guglielmo, splendidly, I have always had quality results thanks to his work and commitment. His return to Friisberg as a Partner will increase many projects, especially at an international level.
The Survey “Friisberg Insights – CTO on SPOT” is part of regular in-depth exploration of different C-level roles aiming to identify respective key trends and findings.
The Survey represents a snapshot of the mission, challenges, motivational factors, compensation terms etc for CTO professionals in Bulgaria.
This article, first published by the leading Bulgarian Business media “Capital”, provides an overview of the Survey results based on the answers from 94 CTOs (Head of Engineering, Head of Development, Technical Director or other similar).
(in Bulgarian)
#FriisbergSurveyCTOonSPOT
Talks with: Peter Strandberg, Partner, Friisberg & Partners Sweden & President Friisberg & Partners International
When the Covid-19 Crisis began and ever since we have focused primarily on our employees’ health taking our cooperate responsibilities seriously.
Sandvik’s moto is always “Safety first” and we have tried now, as always, to live by that moto. We have tried to follow all restrictions and regulations as stated by the different Governments around the world to minimize the risk of viral transmission such as restrictions when traveling, quarantining people if they came from “at risk” areas, allowing people to work from home, conducting most meetings virtually and limiting the numbers of people in one place at meetings.
Business-wise we immediately recognised that this was an event that would affect us very much. With that in mind we devised various scenarios enabling us to plan accordingly and be ready for anything.
Of course everything we anticipated didn’t turn out exactly the way that we imagined, but it definitely made it easier for us to understand what we had to deal with and then make the necessary adjustments.
Irrespective of the crisis, it is good to be agile and act as soon as you possibly can - even if you do not have all facts to hand. You have to take control of the situation and even if you can’t control it, you have to try to be proactive. Try to create realistic scenarios and start to execute accordingly, but also have an open and flexible mind and be willing to change your decisions and guidelines when needed.
This is impossible to say of course, but in the short term, for our business, we must continue to de-leverage and by having effective cost control navigate through the next few months. Hopefully we have now reached the bottom, however when and how fast we will see a rise depends on many things. Perhaps if we are lucky we might see some recovery by the end of this year, but how big and how fast still remains to be seen and will rely on many unknowns such as if there might be a second wave, or if a vaccine is shown to be effective.
The things that were important before will remain just as and more important afterwards.
We have a short memory so I think a lot of things will at least, for a while, go back to more of how it was before - at least in the short term.
Taking a longer perspective, the situation has forced all organizations to rethink policies, for example travel to and from where people can effectively work. Working from different locations means of course that the logistics must be in place, but also the way organizations are structured, set up and managed might need to change.
In terms of the efficacy of the leaders and the way their performance is measured some managers will adapt, but some will not. Those aspects of business we took for granted all over the world before the pandemic, such as face to face meetings, might be replaced in the long-term with virtual tools.
Companies have amended the way they go to market using all sorts of new technology and have to be organized to facilitate that. People are now learning quickly because right now they have to - they are learning by ‘doing’ and not from ‘education’. This methodology will inevitably elicit a much better uptake and sustain these behaviours better than any training.
To our surprise we have discovered that looking again at the way we conduct our own business might just make our own impact and contributions even better. Hopefully this also means that we will have even more flexibility in our organisations, and that we will be better at measuring our performance.
Performance management will be even more important!
This new way of working and behaving will also put bigger demands on governance, and the capability of managers will be even more important. They have to be able to balance between good performance and not making people work too much. In a flexible organisation, where you can work from wherever, there is a risk that the good people never stop working and that brings its own problems such as health issues.
Yes, absolutely! I am always optimistic there will be a good future out there … I think!
It’s just a matter of getting there and as I said before, what was important before will also be important afterwards. There is no doubt that we will all be affected one way or another and might have to prioritise a little differently, both as professionals and as individuals.
Talks with: Guglielmo Sallustio, Partner, Friisberg & Partners Italy
Nobody can say today that they were ready for this pandemic. Fortunately in Minsait, an Indra Group Company, we faced this health emergency with unity, calm and commitment, trying to maintain professionalism and constant effort.
Today we can definitely say that due to our actions, the impact has been limited.
We are a global technology and consulting company and we firmly believe in flexibility at work, focusing on trust, autonomy and the responsibility of our professionals. From the very beginning, we tried to work with our colleagues demonstrating that their safety was our first priority.
We focused on:
Personally I decided to extend my relationship with my international colleagues in South America, USA and Europe, and it was great to share with them every single experience we were each facing. With my team, I changed from our traditional to “speed-date” meetings to have each team member share the good and bad moments of their week during lockdown.
This emergency can be an opportunity to accelerate the evolution towards new and more collaborative working models. I believe that we have the opportunity to build what we called in Minsait “new bridges”, a metaphor that I particularly love.
Our “Bridges to the Interior” has resulted in innovative tools and methodologies which are even more collaborative and our “Bridges to the Exterior” improves our relationship with our customers, sharing their needs and growth prospects.
Now more than ever, I feel close to my colleagues, customers, partners and providers.
Nobody can say exactly. In the meantime we have a civic and professional obligation to protect our colleagues, to never leave them alone. Change is hard and, in a crisis like Covid-19, it gets very complex. Leaders are faced with keeping their workforce engaged and productive, while keeping the business running and building for the future.
In the meantime, we have to invest in a transparent, purposeful messaging, trying to ensure communications which are clear, consistent and easily accessible to all.
We must limit the social, organizational, and economic impact of this emergency. We have amazing technological tools, and we have the opportunity to leverage them with internal and external experts who are able to support us all in this phase of rebirth, always putting people at the centre of our consideration.
For example, today more than ever, it’s necessary to focus on training as continuous improvement. It is a time for discussion and confrontation, otherwise we risk organisational chaos which could be difficult to control and could lead to a feeling of dissatisfaction - with important impacts on performance and corporate image.
Yes, absolutely! I’m always optimistic that what's to come is better.
My sector is the Industry and Consumer Goods Market, so it’s probably one of the most affected industries of this crisis. I know that each and one of us have to think about the “needs” of our people, as employees, fathers and mothers of families.
This is the time to accelerate our transformation in order to come out of the crisis even stronger, to become better people working in better companies.
Talks with: Guglielmo Sallustio, Partner, Friisberg & Partners Italy
Nobody can say today that they were ready for this pandemic. Fortunately in Minsait, an Indra Group Company, we faced this health emergency with unity, calm and commitment, trying to maintain professionalism and constant effort.
Today we can definitely say that due to our actions, the impact has been limited.
We are a global technology and consulting company and we firmly believe in flexibility at work, focusing on trust, autonomy and the responsibility of our professionals. From the very beginning, we tried to work with our colleagues demonstrating that their safety was our first priority.
We focused on:
Personally I decided to extend my relationship with my international colleagues in South America, USA and Europe, and it was great to share with them every single experience we were each facing. With my team, I changed from our traditional to “speed-date” meetings to have each team member share the good and bad moments of their week during lockdown.
This emergency can be an opportunity to accelerate the evolution towards new and more collaborative working models. I believe that we have the opportunity to build what we called in Minsait “new bridges”, a metaphor that I particularly love.
Our “Bridges to the Interior” has resulted in innovative tools and methodologies which are even more collaborative and our “Bridges to the Exterior” improves our relationship with our customers, sharing their needs and growth prospects.
Now more than ever, I feel close to my colleagues, customers, partners and providers.
Nobody can say exactly. In the meantime we have a civic and professional obligation to protect our colleagues, to never leave them alone. Change is hard and, in a crisis like Covid-19, it gets very complex. Leaders are faced with keeping their workforce engaged and productive, while keeping the business running and building for the future.
In the meantime, we have to invest in a transparent, purposeful messaging, trying to ensure communications which are clear, consistent and easily accessible to all.
We must limit the social, organizational, and economic impact of this emergency. We have amazing technological tools, and we have the opportunity to leverage them with internal and external experts who are able to support us all in this phase of rebirth, always putting people at the centre of our consideration.
For example, today more than ever, it’s necessary to focus on training as continuous improvement. It is a time for discussion and confrontation, otherwise we risk organisational chaos which could be difficult to control and could lead to a feeling of dissatisfaction - with important impacts on performance and corporate image.
Yes, absolutely! I’m always optimistic that what's to come is better.
My sector is the Industry and Consumer Goods Market, so it’s probably one of the most affected industries of this crisis. I know that each and one of us have to think about the “needs” of our people, as employees, fathers and mothers of families.
This is the time to accelerate our transformation in order to come out of the crisis even stronger, to become better people working in better companies.
Everyone at Friisberg joins in congratulating our German Partners on their latest in a string of awards.
GetAhead Executive Search would like to thank all their clients for the positive feedback which led to their appointment as "TOP CONSULTANT 2020".
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