Joakim Kedbrant is a professional Executive Interim Manager whom we have had the pleasure to work with on several assignments. He has international experience from start-ups to large corporations within, among others, the airport/aviation, infrastructure, health care, energy, building automation, and Telecom/IT industries. With extensive experience in business development and transformation, he brings a wealth of knowledge and expertise, ensuring strategic growth and successful execution within large-scale infrastructure investments (e.g., airports, hospitals) and implementation, product management, product development, new product and market introduction, and supply chain management.
We have talked to Joakim about his latest assignment as Interim CTO at PostNord Sweden. PostNord stands as the leading provider of communication and logistics solutions across the Nordic region, with postal services for both individuals and businesses in Sweden and Denmark. In 2023, PostNord’s operations in Sweden generated a revenue of 21,162 MSEK and had 16,900 employees.
You have led a major transformation for PostNord Sweden, can you tell us about your assignment?
“My assignment have been, together with many great people, to manage a transformation program with a portfolio of approximately 100 different projects and/or initiatives within revenue assurance, cost out, technology/IT, and sustainability. Included in the assignment, was also the responsibility to drive the annual cycle with regards to strategy and business plan development, and the process from strategy to execution – translating the strategy to goals and actions throughout the organization.”
How did you handle stakeholder management?
“The governance structure and regularly business reviews have worked very well to keep things on-track, set expectations, mitigate risks, and make sure that stakeholders are satisfied.
The role of course included navigating extensive stakeholder management, including close interaction with the Swedish management, certain group functions, and collaboration with the union. Leading the program also included to provide hands on support in projects where needed. Many of the initiatives were very diverse, ranging from replacing warehouse lifts in production, changes in ways of working, to reorganizing and streamlining the workforce, and IT systems. The larger projects within the program had a project set-up, focused teams, and steering committees. While smaller initiatives were executed via the line organization.”
What is the most important part of change leadership?
“For me, when leading a transformation, communication is crucial for getting people on board and creating engagement. A present, humble, and available leadership towards and with the employees is important and key for me. The ability to guide and explain why we do what we do is necessary to discuss and communicate regularly, and of course a critical success factor. For example, around a chosen direction and the plan to get there, decision-making over time, and tomorrow’s requirement – just to mention a few. Well-designed and established structures and processes to enhance collaboration across various functions/disciplines are also necessary. In the end it’s all about bringing people together in understanding and trusting the path towards a common goal, and better future.”
When should a company engage an Executive Interim Manager?
”As an Interim Manager, you can question and challenge in a different manner than a permanent employee; there’s no personal agenda, you can be objective, and at the same time remain humble and have musicality in meeting with people and various situations. Also, when you need to drive a critical transformation or handle a major challenge and lack the competencies and resources in the company, you gain access to a highly competent and experienced leader who can create significant value in a short period and quickly grasp the issues at hand. An Interim Manager brings experience from multiple similar assignments and challenges, providing an infusion of diverse experiences, knowledge, and new perspectives.”
What do you do to keep a good work/life balance?
”The work/life balance is of course a continuous development process and I’m continuously getting better at it. I have started painting art, which is very mindful and rewarding. I enjoy hiking in nature, and I like woodworking.
I work out on a regular basis, read psychology literature and of course spend as much time as possible with my family and friends.”
#Transformation #ExecutiveInterimManagement #ChiefTransformationOfficer