Susanne Romanowski

What does strategy implementation mean to employees? Despite the strategic picture being painted by the leaders through their promises of a rosy future, strategy implementation translates to two words to employees… MORE WORK! Not only do they have to continue doing their normal jobs, but now they must also take additional actions to start implementing the new strategy. We are constantly adding to employees' workload without subtracting anything. Best practices from top-performing companies to create the required space to take the right actions include: 💡   Identify the current actions that are now obsolete as you implement the new strategy, such as products that are no longer being sold or customer segments that are no longer being targeted. 💡 Reduce the number of meetings employees have to attend. On average, one-third of meetings do not add value. 💡 Empower employees. Empowerment has been around for many years but takes on a new burst of energy when implementing in a digital world, as numerous policies and procedures have become obsolete, and employees need to be able to work smarter rather than harder. 💡  Enable employees for success by providing them with new skills and techniques, such as data translation, coding, and design thinking. 💡 Ensure employees have the required resources. A digital transformation typically requires moving one-third of the resources within the organization to support employees' taking the right actions. 💡 Allow employees to choose their own actions. When they do, they are up to five times more motivated to take the action. Discover more easy-to-adopt tips and techniques in my new book, “Implement Doing It Right in a Digital World.” #digitaltransformation #digital #strategyimplementation #worldclassimplementation #Implement

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To what degree do you lead by example? 🤔 This is the eleventh post in the Series "What Leaders Need to Know about Successful Change" and it is about congruence. I will also be sharing these tips through yeah change GmbH, so follow there to not miss any. The gist of this one is: Lead by example by making what you say, what you do and how you evaluate others the same thing! ❓ Do you have experience with leaders who do not walk their talk? How does it affect you? 👉 Please leave me a comment. I'm curious. — 🙋🏻‍♂️ Hi, I’m Daniel and I want to make leaders of change more successful. I’m happy to have a quick chat to help you get going or resolve a struggle. Send me a message if you’re interested. #change #changemanagement #organizationaldevelopment #transformation #yeahchange

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How to #lead now...SELLING. 16 experiences how to lead in change. Today #13: HOW MUCH SELLING IS POSSIBLE AT YOUR COMPANY? ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Then, when I have all that, I need sales. I still have to sell it. And that's often how it looks. Normally, if you imagine all that away and just keep the dimensions, then every company shows: we grow more or less from bottom left to top right. But in reality, when you talk to sales, it looks like a labyrinth. That means there is some kind of strategy. Then there is some kind of pricing strategy. Then there is product strategy, then there is territorial protection and this and that. That means that this sales person has to go through the labyrinth, ideally somehow to the top right. And as a manager, as a leader, I have to see how I can make his life easier. Because a good sales person actually has to do sales and not just look for a way to get back up to the right. And that's really important for me too: after I've spoken to customers, I have to talk to sales next. What do you see? How do you work? What bothers you? Because in the end, as they say, a company doesn't survive from the products it develops, but from selling them. And if the sales department can't do that, or can only do it 50% of the time, then that's obviously bad.

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From "I" to "WE-silience" I'm excited to discuss the critical #future #skill of resilience, evolving from individual to team to organizational levels. In our current era of polycrisis, building #resilience is more crucial than ever. Discover the 12 key resilience skills and learn how to shift our inner states to thrive amidst challenges. It's not just about personal strength but also about cultivating adaptability to navigate external circumstances effectively. Join the conversation on building a resilient future together!

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How to #lead now... 16 experiences how to lead in change. Today #4: IT'S IN YOUR HEAD. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: If I can take a penalty like Lewandowski or Modric did a few days ago, then I have two options. First of all, I'll say that I'm probably really nervous because everyone is watching. But at the same time, I've been chosen to take the shot. That means a certain expectation, appreciation, but of course huge pressure. Now it mainly happens in the head and you can see it like this: man, that's a huge goal, I can shoot from the bottom left, top right and so on. I see a huge opportunity or I see a problem because the guy is there, dancing around it, looking at me strangely, so I always see these barriers and the same applies to change. You focus on these opportunities or on the barriers. You can't ignore one or the other, but this basic attitude is important because it transfers to the team, to the thing itself and so on. So I always try to see it positively, with respect for the negative.

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❔ Does strategy implementation fail more because of the strategy or the implementation? This is just one of the provocative questions in my new book “Implement: Doing it Right in a Digital World.”   The book focuses not on why #strategyimplementation fails but, more importantly, how, as a #leader, to #implement your organization's #strategy in a #digital world. My own personal mission is for leaders to pay equal attention and time to both strategy and implementation and to develop the passion, tenacity and discipline that is often missing when it comes to implementing strategy. Below are some of the tips from the book. ❓ Let me know which one you like the most.

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𝗖𝗲𝗻𝘁𝗿𝗲𝘀 𝗼𝗳 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 (𝗖𝗼𝗘𝘀) 𝗮𝗿𝗲 𝗮 𝗽𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗳𝗼𝗿 𝗶𝗻𝗰𝘂𝗯𝗮𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝘀𝗰𝗮𝗹𝗶𝗻𝗴 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲. 🌟 https://aihr.ac/3T7FDlI ← When aligned with strong partnering capabilities, CoEs enable organizations to develop new competencies, integrate external best practices, and tailor them to fit the business context with input from Business Partners (BPs). 💡 However, if CoEs are not implemented correctly, they can become disconnected from business realities, leading to tensions and conflicts between BPs and CoEs over the relevance and applicability of solutions. 😕 To avoid this, here are ten best practices for implementing HR CoEs that ensure effectiveness and long-term success: 𝟭. 𝗥𝗲𝘁𝗵𝗶𝗻𝗸 𝘆𝗼𝘂𝗿 𝗛𝗥 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗺𝗼𝗱𝗲𝗹: Assess your current HR model and determine how CoEs will align with business objectives and integrate with existing HR functions. 🔄 𝟮. 𝗘𝗻𝗴𝗮𝗴𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝘀𝗲𝗰𝘂𝗿𝗲 𝘀𝘂𝗽𝗽𝗼𝗿𝘁: Communicate the CoE’s vision and purpose clearly to all stakeholders, gaining early leadership support to build commitment and address concerns. 🗣️ 𝟯. 𝗦𝗲𝗰𝘂𝗿𝗲 𝗮𝗱𝗲𝗾𝘂𝗮𝘁𝗲 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀: Ensure sufficient funding, skilled personnel, and HR technologies to support CoE initiatives effectively. 💰 𝟰. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻: Develop a detailed plan with role changes, upskilling needs, milestones, and clear timelines for smooth CoE integration. 📅 𝟱. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘀𝘂𝗰𝗰𝗲𝘀𝘀: Set KPIs aligned with business goals, such as cost savings or revenue growth, and regularly track CoE performance to drive data-driven improvements. 📈 𝟲. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: Regularly review and refine CoE activities to encourage innovation and ensure alignment with organizational needs and industry trends. 🔍 𝟳. 𝗣𝗿𝗼𝗺𝗼𝘁𝗲 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻: Foster collaboration between the CoE, HR functions, and business units to drive integrated solutions and maximize expertise. 🤝 𝟴. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲 𝗮𝗻𝗱 𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻: Hire and upskill employees with specialized knowledge relevant to the CoE’s focus, encouraging continuous professional development. 🎓 𝟵. 𝗦𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝗶𝘇𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗮𝗻𝗱 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀: Establish standardized processes for key activities like talent acquisition and performance management to ensure scalability and quality across the organization. ✔️ 𝟭𝟬. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘃𝗮𝗹𝘂𝗲 𝗮𝗻𝗱 𝗶𝗺𝗽𝗮𝗰𝘁: Regularly highlight the CoE’s contributions and success stories to reinforce its value and maintain organizational support. 📣 Read the article below for more information. 📖 #HR #HumanResources #HRCoE #Leadership #HRStrategy

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Digital transformation is reshaping how we prepare our future leaders, revealing vast potential and new opportunities through digitalization. If I were to start over today, these would be five key actions to enhance leadership training: ➡️ Strategic use of technology: I would integrate Learning Management Systems from the beginning to provide interactive and customized learning experiences, enhancing engagement and retention. ➡️ Promotion of continuous learning: Cultivating a culture where learning is embedded in daily activities ensures a team that’s always prepared for emerging technological challenges. ➡️ Dynamic virtual mentoring: I would implement robust programs connecting seasoned leaders with emerging talents through digital platforms, making mentorship more accessible and impactful. ➡️ Immersive simulations: Virtual simulations would play a pivotal role in developing practical skills, offering a risk-free yet challenging environment for experiential learning. ➡️ Data-driven assessment: Leveraging analytics from daily operations would allow us to quickly identify areas for improvement and capitalize on team strengths, ensuring a more targeted and efficient development process. As technology advances, leadership training must continuously innovate to stay effective. This approach equips leaders to navigate both present and future challenges with confidence. Our true competitive edge lies in the ability to adapt and drive meaningful change—an exciting new chapter awaits to be written! 🖋️ #digitaltransformation #adaptiveleadership #futuretraining ------ I'm Bhavna, and at Mindslines we support human resources departments in implementing development programs for emerging leaders. 👉 Contact me to share our free tool to measure the return on investment of your development programs and our Leadership Companion, an AI-based tool to support the leaders of your company in their challenges.

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How to #lead now...CREATE. 16 experiences how to lead in change. Today #15: CREATIVITY ROCKS. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Fifteen. #Creativity. Very, very important. I spoke to a person who writes creativity books. He travels around the world and tries to find out how to be creative. How do people do it? Very interesting. And that's my way of explaining it. So, we have 26 letters, at least in German. And then there are endless stories, endless books, it never ends. That's because of creativity. Then I have twelve notes, like on the piano the white and the black keys. And you all know an infinite number of melodies. Classical, jazz, hip-hop, everything possible - because of creativity. And the same with numbers 0 to 9, I can calculate the flight to the moon, I can calculate GenAI, etc. - because of creativity. That means when someone comes and says: I need more people, more money, etc. Then I always say: wait, maybe you can solve that with creativity. Because creativity needs very, very little input, very little input, but it needs the space, this empowerment, etc. And then you can do things that can deliver infinite return on investment, with very, very little input.

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#businessvalue creates powerful context for learning -

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How to #lead now... 16 experiences how to lead in change. Today #5: THE TRUTH LIES IN THE DEPTHS. ...based on my virtual keynote (GERMAN language) from June 27, 2024 at the Leadership Digital Summit. English transcript: Number five: I don't stay superficial. The truth lies in the depths. Why? Because if I face a company and I want to change something, then it affects different departments, different reporting channels, bosses, teams and so on. And of course I can stay on the surface and say, yes, we have marketing here, this is the head of marketing and this is sales and this is region of the southern Germany and so on. But in reality it is much more complex. That means that this map is only part of the territory, which always looks different. And I have to understand who can work with whom, who influences whom, what interests there are, maybe even outside the company. I have to understand, operate and manage the entire network so that the new, the change happens. And ignoring that is very, very dangerous, in both directions. That means it will be stopped or it will come back to haunt me because I didn't think of something. It is very important to really look at the entire network and not just the surface. When it comes to who makes the decisions, who has what interests, who can or cannot work with whom, and so on.

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What can you make of recent leadership theories and coaching? There is undoubtedly a great interest in developing leaders with a focus on EQ. A brilliant book in my opinion is "The Mind of the Leader" by Rasmus Hougaard and Jacqueline Carter.  "Leader as a Coach" is also highly promoted these days, but I have the impression (no data) that it all falls upon the individual leader that might or might not "get it".  Bigger corporations that have both a need and the resources to put large numbers of managers on training programs might not see a big shift in leadership behaviour. The reasons are multiple, from "Culture eats strategy for breakfast" (Peter Drücker) to focus on financials which is still prevalent in most companies.  Individual bonus schemes rather than team bonus schemes also diverts attention from team to individual. There is hope for change, as several authors have since 30-40 years back advocated and proven that caring for people in the organisation produces better financial results than the sole focus on the same financials. One such book is "Firms of Endearment", by David B Wolfe, Jagdish Sheth, and Rajendra Sisodia.  Another reason leaders "forget" to apply coaching techniques in their daily relationships with their teams, is the myth that coaching takes too much time. Obviously, if the house is burning, it's not the time for a coaching conversation. However, such conversations clearly contribute to the growth of the team members.  I am a team coach myself, using the PERILL model by David Clutterbuck at the core of my programs. What I find very powerful is that there is no prescription for change of the individuals. The team is in the driving seat, so when they decide for a change in the way they work together, they actually do put it in place. Coaching a team over several months can enable the team to grow without falling back to their old habits, especially if it's a stable team. #leadershipexcellence #teamcoaching #leadershipcoaching

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Thanks for sharing Rob Briner. Culture is complex, ambiguous, nuanced and difficult to grasp. I’ve always thought that trying to define it is like nailing jelly to the wall. However my view is that there is a correlation between poor culture and psychological safety which does negatively impact performance. Changing strategy, people, systems, processes, and procedures will all have effects on culture. Indeed high performance itself is also a driver of organisational culture.

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I love when clients ask about our approach to change management. There seems to be many experts on this topic these days. How do you successfully communicate change in your organization? In the last few years, I have come to appreciate even more the cliché: "change is constant." Whether it’s a new leader, refreshed corporate strategy, important cultural shift, or technological upgrade, "change" is here to stay. What we know is that effective communication involves setting realistic expectations and addressing the inevitable resistance and cynicism. We advise clients to embrace the change curve, which shows people must acknowledge, understand, and accept change before moving forward. Change is like a series of waves, requiring agility and constant engagement. Setting expectations and maintaining consistent messaging is crucial. Remember, “That wasn’t as bad as I was thinking” is a positive response. Are you ready to navigate your next change effectively? #changenow #communications #changemanagement

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Reasons Business Transformations Fail Lack of Clear Vision and Strategy: With a clear, compelling vision and strategy, employees and stakeholders may understand the direction and purpose of the transformation. This can lead to confusion, misalignment, and resistance. Inadequate Leadership: Transformations require robust, committed leadership to drive change and maintain momentum. Weak or inconsistent leadership can result in a lack of direction and commitment, leading to failure. Poor Communication: Effective communication is critical for managing expectations and keeping everyone informed. Poor communication can create uncertainty, fear, and resistance among employees. Insufficient Resources and Support: Transformations often fail because they need more resources, such as budget, technology, and human capital. With adequate support, initiatives may succeed and achieve their goals. Resistance to Change: Resistance from employees and middle management can undermine transformation efforts. This resistance may stem from fear of the unknown, losing control, or discomfort with new working methods. Solutions for Successful Business Transformation Develop a Clear and Compelling Vision: Create a clear, compelling vision that outlines the organization's future state and the benefits of the transformation. Communicate this vision consistently to all stakeholders to ensure alignment and buy-in. Strengthen Leadership Commitment: Ensure leadership at all levels is committed to the transformation. Leaders should model the desired behaviours, provide clear direction, and support their teams. Enhance Communication Strategies: Implement robust communication strategies to keep employees informed and engaged. Use multiple channels to convey messages, provide regular updates, and create opportunities for feedback and dialogue. Allocate Adequate Resources: Ensure that the transformation is adequately resourced. This includes securing the necessary budget, technology, and human capital to support the initiatives. Regularly review resource allocation to address any gaps or challenges. Manage Resistance to Change: Anticipate and manage resistance by involving employees in the change process, addressing their concerns, and providing support and training. Use change champions and influencers to foster a positive attitude toward the transformation. And you? Do you think business transformation is what you need? https://lnkd.in/d3hwg33A

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Your strategy implementation cannot fail. But many do. Correcting the current imbalance between strategy and implementation and the high failure rate requires leaders to adopt a new way of thinking and a different approach to implementation. Today, the challenge is not the technology but transforming the organization. Despite strategy failing more often because of poor implementation than bad strategy, leaders still focus more on strategy. Why? Leaders are missing the implementation-disciplined mindset and the structure and tools. The foreword for "Implement: Doing it Right in a Digital World," is by Piyush Gupta, CEO of DBS Bank, and has been endorsed by Thinkers50, Global Peter Drucker Forum, Marshall Goldsmith, and others. Piyush, along with Emeritus Professor Annie Koh, PhD, and global service guru Ron Kaufman, supported the book's launch in a panel where we discussed the challenges and how to overcome them when implementing strategy in a digital world. “The observations and practical steps in this book mirror DBS’s successful transformation journey.”​ - Piyush Gupta, CEO, DBS Bank https://lnkd.in/dwtZThKE   Michael Netzley, Ph.D. David Isaac Mathews Leeran Gold Jasmine Goh Natasha Kwan Nandeeta Rai Byrne (Nandi) Dirk-Jan (DJ) Rijks Bidyut Dumra Eddie Tritton Binu Balan Nishant Kasibhatla DR PHILIP MERRY TeamSynchronicity Coach Kevin Chan Robert Yap Simon Dale Arishta Khanna Jeremy 💫 Blain Richard Straub Bill Fischer Yves Pigneur Serguei Netessine Des Dearlove Tony O'Driscoll Nir Eyal Andrew Grant Songtao Wang Ben Robinson Gaia Grant (PhD) Antonio Nieto-Rodriguez Liang Yu Elisa Farri Bruce Scheer, MBA

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Change what you can! Transformation is a big word and an even bigger task. Many transformations target the big win, the major project, they "swing for the fences". And many come up short or take too long, making it difficult to establish the momentum for change, establish credibility and keep the teams and stakeholders engaged. In this video clip I share the lessons I learned and why I focus on changing what I can, aligned to the end goal. We are all voyagers and I hope you enjoy your next journey.

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If you found this article, and my Skills-based approach, useful you will most likely find this new article that Amy Edmondson and I wrote digging into the details of skills training and the effect it can have on org performance useful as well. https://lnkd.in/dB-iwQuf

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What can Interim Executives bring to the table during a transformational journey? Successful transformations are the key to staying competitive. They require dynamic leadership and expert guidance. Why consider Interim Executives for your transformation program? - Instant Expertise: Interim Executives are seasoned professionals who have honed their skills across industries. They hit the ground running with a deep understanding of transformation strategies. - Fresh Perspective: They bring an outsider's perspective, unencumbered by internal biases. This helps identify blind spots and untapped opportunities that may not be apparent to in-house teams. - Resource Efficiency: Interim Executives save time and resources. They are equipped to rapidly assess the situation and execute efficiently. - Change Management: A smooth transformation requires managing change effectively. Interim Executives excel at rallying teams, aligning stakeholders, and fostering a culture of adaptability. - Objective Decision-making: They can make tough decisions without emotional attachments, ensuring a pragmatic approach to necessary changes. - Flexible Engagement: Whether it's short-term or project-based, their flexible engagements align with the transformation's unique needs, minimising disruption. Interim Executives inject transformation programs with a blend of expertise, objectivity and agility, elevating the chances of success. If you're gearing up for a transformational journey, consider how an Interim Executive could help you deliver this initiative. ------------------------- If you’d like to discuss if an Interim Executive might be able to support you in driving transformation or delivering a key initiative over the next quarter, shoot me a LinkedIn message or email at [email protected] #leadership #interimexecutive

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