When you don’t know what you don’t know
Business Transformation Executive Keynote
Marko Honkanen, Program Director, Fiskar...
Setting the scene

2 |

©2013 Software AG. All rights reserved. For internal use only
So what does he know about not knowing
what you don’t know?

3 |

©2013 Software AG. All rights reserved. For internal use...
We just started our 365th year of business

4 |

©2013 Software AG. All rights reserved. For internal use only
Towards an integrated consumer goods company

5 |

©2013 Software AG. All rights reserved. For internal use only
Execute Fiskars operating model transformation

6 |

©2013 Software AG. All rights reserved. For internal use only
Symptoms

7 |

©2013 Software AG. All rights reserved. For internal use only
How do you know when you are potentially not knowing?
• Setting and tracking targets seems difficult
• Identifying and agr...
One of the ”autopilot” cycles
Too
busy

No
change

9 |

©2013 Software AG. All rights reserved. For internal use only

No
...
A business example – so why are the scissors orange?

10 |

©2013 Software AG. All rights reserved. For internal use only
At the end, it might only be that one single piece of
information that you would require to know – but which one?

©2013 S...
How to make the right decisions
• Not based on perception (”It does not look like a phone”)
• Try it in practise, until re...
So you just go with the flow then?

13 |

©2013 Software AG. All rights reserved. For internal use only
Even when you don’t know it all, some keys for success
• ”Tehtävä kirkkaana mielessä” – what and why are we doing?
• ”Sisu...
Personal learnings and observations
• We know what it means when transformation is ”complete” – or at least,
whose percept...
You don’t know what you don’t know

©2013 Software AG. All rights reserved. For internal use only
16 |
Company confidentia...
Fiskars Q3 interim report 2013
Fiskars’ President and CEO, Kari Kauniskangas:
“The good performance in the third quarter i...
Two key messages:

1) What happens, when we are not here anymore?
2) Control the things that you know and can control

18 ...
So what am I doing where?

19 |

©2013 Software AG. All rights reserved. For internal use only
Marko M. Honkanen
Mobile: +35850 555 0182
Email: marko.honkanen@fiskars.com
www.fiskarsgroup.com
http://www.linkedin.com/p...
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Fiskars business transformation when you don’t know what you don’t know-keynote_process_forumnordic_nov.14_2013

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Executive keynote presentation at ProcessForum Nordic 2013

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Transcript of "Fiskars business transformation when you don’t know what you don’t know-keynote_process_forumnordic_nov.14_2013"

  1. 1. When you don’t know what you don’t know Business Transformation Executive Keynote Marko Honkanen, Program Director, Fiskars 14th November 2013 1 | ©2013 Software AG. All rights reserved. For internal use only
  2. 2. Setting the scene 2 | ©2013 Software AG. All rights reserved. For internal use only
  3. 3. So what does he know about not knowing what you don’t know? 3 | ©2013 Software AG. All rights reserved. For internal use only
  4. 4. We just started our 365th year of business 4 | ©2013 Software AG. All rights reserved. For internal use only
  5. 5. Towards an integrated consumer goods company 5 | ©2013 Software AG. All rights reserved. For internal use only
  6. 6. Execute Fiskars operating model transformation 6 | ©2013 Software AG. All rights reserved. For internal use only
  7. 7. Symptoms 7 | ©2013 Software AG. All rights reserved. For internal use only
  8. 8. How do you know when you are potentially not knowing? • Setting and tracking targets seems difficult • Identifying and agreeing the key people is a challenge • Planning and taking decisions seems like a never-ending iteration • When decisions are taken, it is sometimes very unclear who has taken them 8 | ©2013 Software AG. All rights reserved. For internal use only
  9. 9. One of the ”autopilot” cycles Too busy No change 9 | ©2013 Software AG. All rights reserved. For internal use only No time to learn
  10. 10. A business example – so why are the scissors orange? 10 | ©2013 Software AG. All rights reserved. For internal use only
  11. 11. At the end, it might only be that one single piece of information that you would require to know – but which one? ©2013 Software AG. All rights reserved. For internal use only 11 | Company confidential Page 11
  12. 12. How to make the right decisions • Not based on perception (”It does not look like a phone”) • Try it in practise, until reality proves you otherwise (Conceptual vs practical) • How many of the current people will truly reinforce a new, unknown model? • Remember, transformation will be used as an excuse 12 | ©2013 Software AG. All rights reserved. For internal use only
  13. 13. So you just go with the flow then? 13 | ©2013 Software AG. All rights reserved. For internal use only
  14. 14. Even when you don’t know it all, some keys for success • ”Tehtävä kirkkaana mielessä” – what and why are we doing? • ”Sisu” – strength of will, determination, perseverance; taking action against the odds and displaying courage and resoluteness; deciding on a course of action and then sticking to that decision against repeated failures* • Executive level commitment, ability to make tough decisions and show leadership in their respective organizations *http://en.wikipedia.org/wiki/Sisu 14 | ©2013 Software AG. All rights reserved. For internal use only 18/11/2013 Page 14
  15. 15. Personal learnings and observations • We know what it means when transformation is ”complete” – or at least, whose perception of this are we trying to fulfill? Can you measure ”before” and ”after”? • Take the decision as soon as you start feeling one might be needed. • Your former ”enemies” might be your best allies – and do not build hero culture 15 | ©2013 Software AG. All rights reserved. For internal use only 18/11/2013 Page 15
  16. 16. You don’t know what you don’t know ©2013 Software AG. All rights reserved. For internal use only 16 | Company confidential Page 16
  17. 17. Fiskars Q3 interim report 2013 Fiskars’ President and CEO, Kari Kauniskangas: “The good performance in the third quarter is the result of a joint effort across the whole organization. The clarity of our common direction and unrelenting focus paid off in the form of operational efficiency and controlled cost levels. This enabled us to deliver a clear increase in operating profit excluding non-recurring items while our structural evolution continued with changes in the supply chain and the single biggest system implementation of our five-year investment program.” 17 | ©2013 Software AG. All rights reserved. For internal use only 18/11/2013 Page 17
  18. 18. Two key messages: 1) What happens, when we are not here anymore? 2) Control the things that you know and can control 18 | ©2013 Software AG. All rights reserved. For internal use only Page 18/11/2013 18
  19. 19. So what am I doing where? 19 | ©2013 Software AG. All rights reserved. For internal use only
  20. 20. Marko M. Honkanen Mobile: +35850 555 0182 Email: marko.honkanen@fiskars.com www.fiskarsgroup.com http://www.linkedin.com/pub/marko-m-honkanen/2/666/333 Personal DeepLead® development motto: “Mind the gap” (meaning – not too far away from my team and from our stakeholders) 20 | ©2013 Software AG. All rights reserved. For internal use only
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