NEWS: NorthHouse Partners expands the group of partners with two experienced profiles.

Gert Bendsen and Henrik Schlægel join the partner group at NorthHouse Partners to strengthen growth and add new skills and services.

The two new partners expand NorthHouse Partners’ portfolio with services that include CXO Services. Gert Bendsen and Henrik Schlægels’ both have many years of experience in developing and improving several business areas and organizations, as well as a strong network of experienced managers who can deliver the competencies that companies in growth and transformation often lack.

The new group of partners consists of:

Peter Helmer Sørensen founder of NorthHouse Partners in 2008 has since worked on expanding a network-based company with focus on finding and offering the best specialists in program, project and transformation management.

Gert Bendsen has been in charge of ScanJour and Edlund as CEO and has previously been CFO in both places as well as CFO in two international companies and furthermore, he has been Vice President in KMD.

Henrik Schlægel has most recently been Executive Vice President of SimCorp in the development from 2013 to 2020 and has also previously been CEO of ScanJour. In addition to this, he has international experience from Microsoft, Deloitte and IBM.

“We see a need in both established companies, as well as scale-up and private equity owned companies to add strong management skills, which companies often find difficult to attract, because special competencies are only needed in a short period of time, or the size of the company does not require full-time senior competencies in management. With the concept of CXO Services, we can enter a company in connection with a change of ownership, acquisition or growth boost to act as CEO, CFO, CCO or CSO until the transformation is well completed,” says Gert Bendsen.

“Regardless of the size of the company, they go through the life cycles of development and innovation that require extra effort. With our CXO Service concept, we can contribute with the extra experience and insight needed to realize ambitious growth goals, implement turnarounds, and give the boost needed to deliver high performance in the business,” says Henrik Schlægel.

“I look forward to the partnership with Gert Bendsen and Henrik Schlægel. During the 14 years NorthHouse Partners has existed, we have on several occasions been the supplier of the Project Delivery Excellence concept to both of them in #ScanJour, #KMD, #Edlund and #SimCorp. I know them as very targeted and executing top managers who manage to assemble strong teams and perform themselves,” says Peter Helmer Sørensen.

Read more about NorthHouse Partners and CXO Services here: CXO Services – NorthHouse Partners

Contact:

Peter Helmer Sørensen: phs@northhousepartners.com +4530302120

Gert Bendsen: geb@northhousepartners.com +4526314226

Henrik Schlægel: hsl@northhousepartners.com +4553806120

Resource Management styrker NoA Connects kultur

Ifølge Margit Vesti Hoe, Operations Director hos konsulentvirksomheden NoA Connect, er Ressource Management afgørende for at bevare en kultur med frihed, faglighed og fællesskab som kerneværdier.

Naima Robenhagen Burgdorf, NorthHouse Partners Projektleder og specialist indenfor Resource Management har interviewet Margit Vesti Hoe om NoA Connects rejse mod at realisere visionen om et professionelt paradis for talentfulde, selvstændige og frihedselskende konsulenter.

I takt med at ansættelsesformen i fremtiden i stigende grad bliver sekundær og faglig præstation, frihed og fleksibilitet bliver det primære, er det kritisk at have styr på processen for planlægning og allokering af virksomhedens medarbejdere – også kaldet Ressource Management. Flere og flere projekt-og servicebaserede virksomheder er begyndt at arbejde struktureret med orkestrering af medarbejderstyrken, herunder NoA Connect.

Hvorfor er Ressource Management vigtigt for NoA Connects rejse?

“Vi vil gerne vækste NoA Connect og have flere dygtige mennesker til at blive en del af vores fællesskab. I den forbindelse er det essentielt, at vi holder fast i vores værdier og en stor del af dét er at passe på vores medarbejdere. Vores kerneværdier er udtrykt i vores 3 værdier: Frihed, faglighed og fællesskab. For at folk kan leve i organisationen, er det vigtigt, at der ikke er nogen, der har for meget på deres tallerken. At arbejde strategisk med Resource Management hjælper os med at skabe det fornødne overblik, så vi med fuld transparens, og i fællesskab, kan fordele arbejdet og opgaverne på en fornuftig måde imellem os.”

”Herudover vil vi gerne kunne stå på mål for dét, vi lover kandidater i rekrutteringssammenhænge. At det ér den kultur, vi har her. At vi rent faktisk efterlever vores værdier. Vi bruger Ressource Management til at levere på det løfte.”

Er det rigtigt at sige, at Resource Management for NoA Connect handler lige så meget om kultur, som det handler om tørre tal og kommercielle KPI´er?

”Selvfølgelig skal vi have en sund forretning. Men det vigtige er, at den kultur vi gerne vil skabe, understøttes af Resource Management, hvor vores konsulenter ikke køres ned af en for høj workload og hvor man som en naturlig ting hjælper hinanden som en del af fællesskabet.”

Frihed frem for KPI´er
NoA Connect er en del af The North Alliance (NoA) familien og har som vækstmodel at udvikle mennesker med en høj grad af frihed, autonomi og fokus på faglighed og fællesskab.

”Resource Management er for os en væsentlig løftestang. Der er en del konsulenter, der har arbejdet i en mere traditionel konsulentverden, som synes, at NoA Connect er interessant, netop fordi, at vi ikke kører hårdt på med chargeability KPI´er og en forventning om, at folk skal levere langt over 100% af deres tid på fakturerbare projekter. Der er mange konsulenter, der finder os interessant netop fordi, at vi er anderledes på det punkt,” siger Margit Vesti Hoe og fortsætter; ”Vi allokerer folk efter deres interesser og forsøger at skabe den frihed, der er for at rykke rundt internt i organisationen alt efter, hvad medarbejderen synes, er interessant. Vi har en stor frihed i forhold til, hvordan vi arbejder med vores kompetencer. Vi ønsker ikke at fastholde nogen i noget bestemt.”

Væk med repeterbart arbejde
”Nogle konsulenthuse kører efter en leverancemodel, hvor de fokuserer på standardiserede leverancer og sigter mod repeterbart arbejde for at tjene flest penge. For os er det langt vigtigere, at folk vokser og udvikler sig i det de laver, end at producere repeterbart arbejde. Vi skaber rum for at kunne gå nye veje og udfordre os selv og det vil vi meget gerne skabe en kultur omkring. Ressource Management bidrager med at understøtte muligheden for at skabe og fastholde den kultur.”

Det må være en balancegang at varetage både en kultur og kommercielle hensyn?

”Det er en balancegang, men med hjælp fra klare værdier, samt en åben og ærlig dialog, så er vi lykkedes rigtig godt med at balancere de to hensyn.” afslutter Margit Vesti Hoe.

 

Naima Robenhagen Burgdorf
Managing Consultant
NorthHouse Partners
nrb@northhousepartners.com
Phone +45 31 70 31 11

 

Om forfatteren og NorthHouse Partners

Naima Robenhagen Burgdorf er projektleder og specialist indenfor Resource Management og Workforce Planning i konsulentvirksomheden NorthHouse Partners en nordisk baseret management konsulentvirksomheden dedikeret til at hjælpe virksomheder med at opnå ekstraordinære resultater gennem Project Delivery Excellence.

I de sidste 10 år har Naima rådgivet virksomheder om digitalisering og resourcestyring indenfor den digitale branche, konsulentvirksomheder, ingeniørvirksomheder, pharmavirksomheder og den offentlige sektor.

Four common resource management fails and how to avoid them

The Resource Management field is growing fast. According to The Resource Management Institute more than two-thirds of professional and consulting services teams, half of enterprise/IT organizations, and one-quarter of product development teams have a Resource Management function established.

In addition, there is a growing trend of freelancers as the fastest-growing workforce segment in the EU all the while companies safeguard cash flow by balancing fixed costs with rising demands for new capabilities and talent during COVID-19. This makes Resource Management even more critical for companies to harness.

As the Resource Management field evolves, like any other industry business transformation, some growing pains are common.

Here are 4 common fails when implementing a Resource Management function and how to address them.

1. Don´t disempower your Resource Management function and continue business as usual
Many companies think of Resource Management as a tactical function and only place a partial bet on it. This is a huge mistake! Resource Management matters because it increases business transparency, allows the business to hire/invest ahead of demand, improves forecasting of resource capacity and demand, improves delivery velocity, and nurtures your employees to greatness.

Considering a new Resource Management function and a scalable workforce, take time to reflect on how you price and deliver projects and whether to make changes to your pricing strategies and overall delivery model.

Certain projects e.g. with a compressed work package, low risk, no dependencies, and tight timelines might be better suited for a contract-based resource with a deep skillset than more operational projects with longer timelines and more generic skillsets. Try to identify the optimal mix of flexible resources on projects depending on the client, industry, project type, and pricing (T&M, fixed-price, retainer, no-cure-no-pay etc.).

In addition, you might need to adjust your pricing strategies to account for the administrative workload associated with managing the flexible part of your workforce by adding an admin fee to your contracts charging your flexible contract-based resources with a small fee for handling their contracts, equipment, pay-outs etc.

2. Don’t drag your feet – go digital from the get-go
Many companies hold back on procuring a resource planning tool clinging on for dear life to Excel spreadsheets. Surely, if you recognize resource planning as key in your company´s operational backbone, you should invest in the digital tool to support your resource management efforts appropriately and effectively.

So contemplate how your technical infrastructure can support your Resource Management efforts. Maybe you already have a good resource planning tool in place somewhere in the organization that can be implemented on a broader scale?

Having a proper planning tool from day 1 is crucial when working with resourcing management and a flexible scalable workforce. Especially when tying staffing and sourcing decisions with project pricing and margin calculations to effectively monitor project financials and evaluate pricing strategies for new projects.

Furthermore, you can also tie the resource planning tool with the talent management tool to make sure you consider career development aspects when making staffing decisions for your core workforce.

In addition, enabling transparency over which resources are allocated to which projects will be important to everyone who is being staffed by the new Resource Management function to always be able to see his/her current staffing and upcoming staffing.

Many companies do not properly invest in a good resource planning tool despite the many affordable cloud-based options such as Floator 10000ft.com. If you do, make sure you acquire a cloud-based tool with an open API to enable integration with your current system landscape.

Are you considering a new ERP system? If so, you can add resource planning to the list of requirements and kill two birds with one stone.

3. Don´t under- or over-design
When designing your Resource Management processes, governance, principles, and policies make sure you strike the right balance from the start.

Take time to assess your current Resource Management maturity and decide what to-be level you want to aspire to before setting out to implement Resource Management.

Key aspects to consider when assessing your maturity are: Skills inventory, resource planning, and allocation, training, policies and processes, demand forecasting, tools and data, culture, vision, and organization as well as sourcing, development and recruitment.

In addition, make sure you strike the right balance between a Resource Management design that can accommodate your current business needs as well as a design that is scalable for the future business. This is a challenging exercise but worth the time invested in the end!

4. Get past the stumbling blocks for a successful implementation: Chose the right implementation partner
Make sure you partner up with an experienced implementation partner who knows the pitfalls as well as the critical path to a successful implementation.

Be aware that it might not be the same partner who should help establish the Resource Management function as the person who should operationally run it post- implementation.

One thing is to set up staffing principles, governance, processes, secure buy-in, carry out change communication, and steer the implementation. Another thing is to operationally run staffing and sourcing efforts on a day-to-day basis post-implementation once key processes and a governance structure is in place.

About the author:

Naima Robenhagen Burgdorf
Managing Consultant
NorthHouse Partners
nrb@northhousepartners.com
Phone +45 31 70 31 11

During the past 10+ years, Naima has helped digital agencies, consulting firms, AEC clients, pharma, healthcare, and public sector clients with business transformation, resource management, and workforce planning.

As a resource management specialist, Naima is well-versed in developing and operating resource management functions helping her clients achieve a greater level of transparency and optimal demand planning enabling better recruitment decisions, improved talent, and performance across the workforce resulting in higher fee rates and greater retention instantly impacting the bottom line.

Resource Management

Are you ready for a post COVID-19 flexible and scalable workforce? How to succeed in establishing a Resource Management function in the ever-flexible Post COVID-19 World Order

The future of work post COVID-19 will require changes in ways of working to allow for business continuity and flexible demands emphasizing the already growing trend in a flexible, scalable,andagile work force with project-based assignments and output-based contracts turning the tap on and off to balance resource demand and repurpose the workforce where and when needed.

In this post series you will read about:

  1. The key factors to succeed with post COVID-19 Resource Management and why organizations benefit greatly from implementing Resource Management
  2. How to actually get there; What aspects to consider, what tools to use, and how you should rethink your organization and delivery model

To successfully sustain an organization with an increasingly flexible workforce, you will benefit from establishing a Resource Management/staffing function which has many benefits such as providing companies with a competitive edge, widening their pool of talent, increasing productivity and utilization, as well as staff retention (to name a few).

Implementing good Resource Management requires a new and different way of thinking about workforce planning and triggers a considerable cultural impact to the organization.

Therefore, make sure you consider the following aspects before embarking on the journey towards better Resource Management and demand planning in an ever-flexible Post COVID-19 World Order.

The key driver to success 

When deciding to implement a Resource Management function, be ready to support the implementation efforts from top management throughout the journey providing the new Resource Management function with a strong enough mandate to succeed. The support always needs to be totally unwavering and continuous.

In fact, better delay setting up the Resource Management function to secure the necessary mandate than to rush getting the implementation on its way. The time will be well invested. Sounds simple, right? But lack of appropriate mandate is the key driver behind most implementation fails.

There will be bumps along the way – especially if communication efforts are not prioritized accordingly – so be prepared to support the new Resource Management function thoroughly along the way.

Don´t make the mistake of thinking it can float on its own once it´s born. The journey towards managing a flexible workforce via a fully operational Resource Management function will take months – not weeks.

Don’t beat around the bush. Go for the throat 

Make sure you are aligned on key messages to the organization around why and what is changing. Consider asking your key stakeholder groups in the organization how much detail, how often, and in what mode they want communications. This will help you strike the balance between over- or under communicating.

Establishing a function that mandates where and how people are sourced or staffed can seem worrying to many (career-driven) individuals as the personal impact on them is unknown in the early stage of the implementation. They need to know the steps on the road ahead, what this will mean to them, their roles, and career opportunities – and how this tie in with their individual performance reviews and talent management.

Therefore, be clear, honest, and direct and make sure your messages are tailored and on point without any unambiguous sub-messages distracting from the actual message. Check in occasionally, with your key stakeholder groups to make sure they understand the message as you intended it.

Why you also need to rethink your company culture and organization

Be aware of the cultural enabler Resource Management is and consider your company culture in that light. Assess and address potential roadblocks and obstacles prior to implementation.

As the top management, ask yourselves: Are you ready? If so, make sure the management team is aligned on e.g. utilization targets per career level and how they map to the company compensation model. Also, consider how a new Resource Management function aligns with the business strategy and current company culture.

  • UK research by Capability Jane reveals that 92 % of Millennials identify flexibility as a top priority when job hunting. How is your company considering flexible work patterns to increase productivity and attract millennial talent?
  • How much is flexibility and work-life balance a real priority or a pseudo promise?
  • Is there a retention strategy for people on paternity/maternity leave or long-term illness supported by concrete human resources initiatives?
  • How is Resource Management expected to be tied in with retention strategies, talent management, and succession planning?

In addition, consider the blueprint impact of transitioning to an organization with a flexible and scalable workforce. You will need to reflect on your strategies for facilitating growth and innovation and how your organization handles fresh business opportunities that require quick adjustments with non-linear growth where a slow, traditional recruitment process simply won´t cut it anymore.

Furthermore, you will need to dedicate time to assess how you sustain your organizational culture with a part of the workforce being scalable/flexible in an “outsourced in-house” company model. Finally, you want to make sure you remain compliant with regards to taxation legislation, cross-border mobility policies, and GDPR when working with output-based contracts.

These are some of the considerations you would benefit from making up-front to make the most out of implementing a Resource Management function ensuring your culture, organization, and Resource Management efforts are aligned and synergized.

About the author:

Naima Robenhagen Burgdorf
Managing Consultant
NorthHouse Partners
nrb@northhousepartners.com
Phone +45 31 70 31 11

During the past 10+ years, she has helped digital agencies, consulting firms, pharma, healthcare, and public sector clients with business transformation, Resource Management, and workforce planning.

As a Resource Management specialist, she is well versed in developing and operating Resource Management functions helping her clients achieve a greater level of transparency and optimal demand planning enabling better recruitment decisions, improved talent and performance across the workforce resulting in higher fee rates and greater retention instantly impacting the bottom line.