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-: My name is Lars Feldskou,
and I'm a Group CPO in Danish Crown.
Danish Crown is a very huge company,
and it had a long, long history
of being decentralized.
Part of a new strategy
that was initiated in 2016,
called the four-wheel drive strategy,
this strategy is around taking Danish Crown,
that was formerly divided up in different divisions,
to work as one company.
And the task I had was actually twofold:
it was to create a number of initiatives
that created some savings,
and the other thing was to build up a centralized
global professional procurement department.
To certainly have to work on group targets,
group mandates, group perspectives,
and be more cross-functional
is something that had to be trained.
There was a fear about that procurement
would sit centrally and initiate a lot
of changes that they were not involved in.
So we spend a lot of time also now operating model
to ensure that they actually was involved
in both the projects, but also the decisions.
And then there was very much also
about getting create some very fast
and significant results
that we actually could use in our communication
and actually prove to them
that working together across
was to a greater benefit of the company
than it was to work in those silos.
In the very beginning,
we worked internal, and one of the things
that kind of was the outcome
of our first year
was that we figured out,
it became a little bit group procurement
than the business.
And we needed a model that actually could bridge this
in a better way than we did.
Then we actually invited BCG to come in
and asked them to come with their recommendation
about how should we take it to the next phase.
And they went around also
and talked with a lot of people,
both in the business unit
but also in the group setup,
and came up with a model where we introduced something
we called Business Unit Procurement Partners.
And they became kind of ambassador,
I normally call them a bridge between us
and the business unit.
For me, the most important taking
on a transformation like this
is to ensure that you have support
from the top, and not only the support,
but also that the support is in all layers
in the company.
For me it's about creating the right team.
We have people that is thinking very pragmatic
and operationally, we have people
that is thinking very strategic,
and together they're good at challenging each other
and you can overcome a lot
and you will ensure
that you have movements and you're moving fast.
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