WEBVTT 1 00:00:00.200 --> 00:00:03.370 (lively music) 2 00:00:03.370 --> 00:00:04.650 My name is Lars Feldskou, 3 00:00:04.650 --> 00:00:07.350 and I'm a Group CPO in Danish Crown. 4 00:00:07.350 --> 00:00:10.250 Danish Crown is a very huge company, 5 00:00:10.250 --> 00:00:12.470 and it had a long, long history 6 00:00:12.470 --> 00:00:14.060 of being decentralized. 7 00:00:14.060 --> 00:00:16.100 Part of a new strategy 8 00:00:16.100 --> 00:00:18.450 that was initiated in 2016, 9 00:00:18.450 --> 00:00:20.140 called the four-wheel drive strategy, 10 00:00:20.140 --> 00:00:23.050 this strategy is around taking Danish Crown, 11 00:00:23.050 --> 00:00:27.400 that was formerly divided up in different divisions, 12 00:00:27.400 --> 00:00:29.977 to work as one company. 13 00:00:29.977 --> 00:00:32.340 And the task I had was actually twofold: 14 00:00:32.340 --> 00:00:35.150 it was to create a number of initiatives 15 00:00:35.150 --> 00:00:36.660 that created some savings, 16 00:00:36.660 --> 00:00:39.700 and the other thing was to build up a centralized 17 00:00:39.700 --> 00:00:42.033 global professional procurement department. 18 00:00:44.892 --> 00:00:49.892 To certainly have to work on group targets, 19 00:00:50.302 --> 00:00:52.160 group mandates, group perspectives, 20 00:00:52.160 --> 00:00:54.120 and be more cross-functional 21 00:00:54.120 --> 00:00:57.820 is something that had to be trained. 22 00:00:57.820 --> 00:00:59.900 There was a fear about that procurement 23 00:00:59.900 --> 00:01:03.080 would sit centrally and initiate a lot 24 00:01:03.080 --> 00:01:05.660 of changes that they were not involved in. 25 00:01:05.660 --> 00:01:08.350 So we spend a lot of time also now operating model 26 00:01:08.350 --> 00:01:10.530 to ensure that they actually was involved 27 00:01:10.530 --> 00:01:12.890 in both the projects, but also the decisions. 28 00:01:12.890 --> 00:01:14.290 And then there was very much also 29 00:01:14.290 --> 00:01:17.960 about getting create some very fast 30 00:01:17.960 --> 00:01:20.350 and significant results 31 00:01:20.350 --> 00:01:23.230 that we actually could use in our communication 32 00:01:23.230 --> 00:01:25.220 and actually prove to them 33 00:01:25.220 --> 00:01:26.900 that working together across 34 00:01:26.900 --> 00:01:29.450 was to a greater benefit of the company 35 00:01:29.450 --> 00:01:32.856 than it was to work in those silos. 36 00:01:34.640 --> 00:01:35.920 In the very beginning, 37 00:01:35.920 --> 00:01:39.120 we worked internal, and one of the things 38 00:01:39.120 --> 00:01:42.120 that kind of was the outcome 39 00:01:42.120 --> 00:01:44.740 of our first year 40 00:01:44.740 --> 00:01:46.393 was that we figured out, 41 00:01:46.393 --> 00:01:49.460 it became a little bit group procurement 42 00:01:49.460 --> 00:01:50.480 than the business. 43 00:01:50.480 --> 00:01:53.960 And we needed a model that actually could bridge this 44 00:01:53.960 --> 00:01:55.440 in a better way than we did. 45 00:01:55.440 --> 00:01:57.540 Then we actually invited BCG to come in 46 00:01:57.540 --> 00:02:00.160 and asked them to come with their recommendation 47 00:02:00.160 --> 00:02:02.540 about how should we take it to the next phase. 48 00:02:02.540 --> 00:02:04.705 And they went around also 49 00:02:04.705 --> 00:02:06.720 and talked with a lot of people, 50 00:02:06.720 --> 00:02:07.890 both in the business unit 51 00:02:07.890 --> 00:02:09.540 but also in the group setup, 52 00:02:09.540 --> 00:02:12.450 and came up with a model where we introduced something 53 00:02:12.450 --> 00:02:14.730 we called Business Unit Procurement Partners. 54 00:02:14.730 --> 00:02:16.820 And they became kind of ambassador, 55 00:02:16.820 --> 00:02:18.720 I normally call them a bridge between us 56 00:02:18.720 --> 00:02:19.820 and the business unit. 57 00:02:21.860 --> 00:02:24.380 For me, the most important taking 58 00:02:24.380 --> 00:02:25.680 on a transformation like this 59 00:02:25.680 --> 00:02:27.820 is to ensure that you have support 60 00:02:27.820 --> 00:02:30.750 from the top, and not only the support, 61 00:02:30.750 --> 00:02:33.740 but also that the support is in all layers 62 00:02:33.740 --> 00:02:34.910 in the company. 63 00:02:34.910 --> 00:02:37.390 For me it's about creating the right team. 64 00:02:37.390 --> 00:02:41.270 We have people that is thinking very pragmatic 65 00:02:41.270 --> 00:02:42.800 and operationally, we have people 66 00:02:42.800 --> 00:02:44.520 that is thinking very strategic, 67 00:02:44.520 --> 00:02:47.430 and together they're good at challenging each other 68 00:02:47.430 --> 00:02:49.460 and you can overcome a lot 69 00:02:49.460 --> 00:02:51.150 and you will ensure 70 00:02:51.150 --> 00:02:54.592 that you have movements and you're moving fast. 71 00:02:54.592 --> 00:02:57.175 (lively music)