Close Collaborations with Global Companies.
Case: Talent Management Process for DSV
During Thomas’ tenure at DSV, the Chief People Officer asked him to devise a talent process tailored for senior executives to provide an overview of the internal succession pipeline for top management roles.
Thomas developed a comprehensive triangulation program that incorporated assessments of past performance, current psychological profiles, 360-degree feedback, and engagement survey results plus a 10-month strategic project (already scoped for the participants), aligning with the company's overarching strategy. The latter provided an opportunity to evaluate their strategic abilities, planning skills, enterprise thinking, collaboration efforts and personal appearance.
The Talent Management Process spanned 11 months, and upon it’s conclusion several participants were offered and accepted notably more senior positions.
Case: Competency Gap Management for LEGO
Thomas worked as an external advisor to LEGO’s Global Supply Chain Leadership Team for 8 years during which he was asked to design a process enabling an investigation of current competencies and on future necessary and desired competencies, identifying the gaps between the two while aligning with the corporate strategy and market trends and tendencies.
It was initially scoped for the Global Procurement function and subsequently carried out on 7 other global functions over the following 5 years. The process provides an overview of gaps that allows for careful planning of organizational reengineering, strategic recruitment and training, and change management. The process was trademarked “Competency Gap Management”
Case: High Performance Team Development in Maersk
The Commercial Leadership Team was new and the CCO, wanted the Team to get from the uneasiness, typical of new Teams, and move forward towards becoming a better performing Team. Not all the members of the Team were new, but Thomas and two more leaders were. The training form was primarily on-the-job, working consistently on the development of the Team for one and a half years during their frequent Leadership Team meetings - and when needed in dedicated team-training sessions/outings around subjects like “trust”, “sense of urgency”, “courage” and “decency”. As they started out Maersk Tankers was seated No. 8 globally on the Product Tanker Ranking list – and as the High Performance Team training came to a closing 18 months later, Maersk Tankers ranked No. 1. The CCO commended Thomas work with these words: “This journey will never end - but without Thomas it would have never started.”.
Case: Strategic Recruitment for Maersk Tankers
A while back Maersk Tankers was ousted on commercial FTE’s. A handful of the best and brightest left the company simultaneously, and a year later it was clear that it had cost the company a fortune, primarily on lost customers and on deals they couldn’t close due to lack of talent. The CEO asked Thomas to design a solution that could prevent losses like the one mentioned, should it ever happen again. Thomas came up with Strategic Recruitment, as a means to recruit for future talent for pivotal roles central to the success of the organization, to preserve in pipelines, so there would always be at least 2 successors ready per role. As it was announced in 2017, that Maersk Tankers should no longer be part of the AP Moller Maersk Group, another handful of good commercial people left. This time around Maersk Tankers were well prepared and managed to replace the talents that left within a mere two months, and ended up with slightly lifted earnings, primarily due to the new hires.
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