{"id":720,"date":"2021-01-08T16:08:38","date_gmt":"2021-01-08T15:08:38","guid":{"rendered":"http:\/\/globalbusinessacademy.hosting-cluster.nl\/?p=720"},"modified":"2021-06-29T15:43:49","modified_gmt":"2021-06-29T13:43:49","slug":"transformation-part-3-the-crucial-role-of-the-chro","status":"publish","type":"post","link":"https:\/\/globalbusiness.academy\/india\/2021\/01\/08\/transformation-part-3-the-crucial-role-of-the-chro\/","title":{"rendered":"Transformation (Part 3): the crucial role of the CHRO"},"content":{"rendered":"<a href=\"https:\/\/www.ssonetwork.com\/hr-talent-future-of-work\/columns\/transformation-the-crucial-role-of-the-chro\" target=\"_blank\" class=\"button primary\" rel=\"noopener\"  >\n\t\t<span>Link to sson network<\/span>\n\t<\/a>\n\n\t<div id=\"gap-773988022\" class=\"gap-element clearfix\" style=\"display:block; height:auto;\">\n\t\t\n<style>\n#gap-773988022 {\n  padding-top: 30px;\n}\n<\/style>\n\t<\/div>\n\t\n<p class=\"p1\"><span class=\"s1\"><b>This<\/b><\/span><span class=\"s2\"><b> column is co-written by Sebastiaan Laurijsse, Senior Director IT &amp; Digital Transformation Manager at NXP and Ilse Kerling, Founder of Global Business Academy. <\/b><\/span><\/p>\n<p class=\"p1\"><span class=\"s1\"><i>Missed Part 2 of the series? Read it\u00a0<\/i><a href=\"https:\/\/globalbusiness.academy\/india\/geen-categorie\/transformation-part-2-the-crucial-role-of-the-cfo\/\"><span class=\"s2\"><i>here<\/i><\/span><\/a><i>.<\/i><\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">In the last article, we looked at the crucial role of the CFO in driving transformation. In this column, we examine the key to success: the capability for employees to change.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">The CHRO plays a crucial role in this. To understand the internal complexities, we take a look inside Sebastiaan Laurijsse&#8217;s IT organisation \u2013 Laurijsse\u00a0is the Director of IT &amp; Digital Transformation Manager at NXP, and co-contributor to this article.<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">Tired of change<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">NXP underwent a period of significant change and insecurity as a result of mergers &amp; acquisitions activity. These changes naturally impacted the corporate culture, as well as the workforce.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">On the one hand, the result was a culture defined by \u201cwe have always done it this way\u201d; but there was also insecurity resulting from the technology itself, and concerns around whether staff would stay relevant, and whether their jobs might disappear or be cut because of data science, Laurijsse explains. This creates barriers that make adoption difficult.<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">NXP&#8217;s transformation<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">NXP promises speed and agility to shareholders. &#8220;I want this same value embedded in my organisation,&#8221; explains Laurijsse.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">By way of a simple example: If your internal client has to wait 10 days for a laptop to arrive, your organisation is not agile. Everything should operate flexibly and in real-time. \u00a0<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">To achieve this, Laurijsse\u00a0started with his operating model, asking the question: &#8220;Which people, infrastructure, resources, technology, service providers, contracts, locations, KPI\u2019s and measurements show that the division and internal processes truly add value to the strategy?&#8221;<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">His program is called \u201cOrganise for change\u201d, ensuring that the people, resources and processes can continuously adapt. That sounds simple, but it\u2019s not, he explains.<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">The same financial envelop<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">The semiconductor world is operating ahead of the curve. NXP sells future products that will be released in 3-4 years. As a result, it quickly feels the impact of changes in economic cycles, which has resulted in a search for cost efficiency, especially over the past years.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">The main questions Laurijsse has asked himself are: &#8220;How do we eliminate waste in our service delivery and increase efficiency? How do we develop products in such a way that they enable the business to shorten the time to market or increase the quality of our products? How do I improve the productivity of our staff?&#8221;<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">At the same time, h efinds himself having to operate within the same financial envelop. &#8220;I get a budget each year, and in a year\u2019s time I have to achieve more. Given this budget, I have to look at my costs.&#8221;<\/span><\/p>\n<p class=\"p4\"><span class=\"s1\"><b>From pyramid to diamond<\/b><\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">Laurijsse&#8217;s\u00a0strategy has been to allocate the biggest chunk of his budget to human resources. However, he explains: &#8220;When I zoom in further, I see that a large part goes to repetitive tasks, incidents, standard work and procedures. Our next step was, therefore, to figure out what the operating model would look like when we applied technology to replace standard work. And then the question was whether we could hire staff with more expertise?&#8221;<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">The result, he says, is an organisation that went from a pyramid to a diamond shape. &#8220;You operate within the same envelop, but higher up the value chain.&#8221;<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">Change curve<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">To do this, you have to provide staff with the opportunities and the time to enhance their skillset, he explains. But you also have to restructure, let people go, hire new staff and build new hubs.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">&#8220;You hire people with new skills, both from the market and universities.&#8221;<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">This sounds logical, but employees who have been impacted by the cost savings, are tired of change and unsure about their job, so they see this negatively.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">&#8220;In the change curve you get frustration, resistance, emotions, limited adoption and a relapse \u2013 because we said we weren\u2019t going to cut jobs, but we eventually had to. Staff don&#8217;t know about the individual cases where we\u2019ve been trying to develop someone for years, but it just didn\u2019t work out,&#8221; Laurijsse explains.<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">From cooperation to competition<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">Another aspect in the transition from pyramid to diamond shape is that the culture changes. New staff, with new expertise, often have other interests, religions and political preferences. And they are also more competitive. So, you see a shift to a performance culture, whilst what you really want is a culture of collaboration, where team members help each other.<\/span><\/p>\n<p class=\"p4\"><strong><span class=\"s1\">The crucial role of the CHRO<\/span><\/strong><\/p>\n<p class=\"p3\"><span class=\"s1\">The CHRO is incredibly important in the transformation. The key is to create an inclusive environment where people feel safe to develop themselves. That\u2019s when people can realize their own potential and the organisation is able to grow as a result.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">The CHRO is the guardian of the strength and the health of the organisation. How do you build stamina? How do you alleviate pressure?\u00a0 After a phase of consolidation, when do you give the organisation a rest, wven while the CFO is still keen to pursue more results?<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\">These questions are not only crucial during COVID-19, but also during times of pressure and insecurity, such as transformations.<\/span><\/p>\n<p class=\"p3\"><span class=\"s1\"><i>In the next article, we take a look at the last piece of the puzzle in terms of complexity: India-based Service Providers. They represent a large part of the work force. To truly be successful, they need to embrace your transformation, too.<\/i><\/span><\/p>\n<p class=\"p5\"><span class=\"s1\">Ready to move onto Part 4 of the Transformation Series? View it\u00a0<a href=\"https:\/\/globalbusiness.academy\/india\/geen-categorie\/transformation-part-4-the-challenge-with-service-providers\/\"><span class=\"s3\">here<\/span><\/a>.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>This column is co-written by Sebastiaan Laurijsse, Senior Director IT &amp; Digital Transformation Manager at NXP and Ilse Kerling, Founder of Global Business Academy. Missed Part 2 of the series? Read it\u00a0here. In the last article, we looked at the crucial role of the CFO in driving transformation. In this column, we examine the key<\/p>\n","protected":false},"author":3,"featured_media":872,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[57],"tags":[36,38,30],"class_list":["post-720","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-transformation","tag-cultural-transformation","tag-human-resources","tag-ilse-kerling"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Transformation (Part 3): the crucial role of the CHRO - India Business Academy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/globalbusiness.academy\/india\/2021\/01\/08\/transformation-part-3-the-crucial-role-of-the-chro\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Transformation (Part 3): the crucial role of the CHRO - India Business Academy\" \/>\n<meta property=\"og:description\" content=\"This column is co-written by Sebastiaan Laurijsse, Senior Director IT &amp; Digital Transformation Manager at NXP and Ilse Kerling, Founder of Global Business Academy. 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