Change Management Lead Germany
Energy and Lubricants (BP)
Keywords
Skills
Change Management methodologies, stakeholder analysis & matrix, communication planning, training needs analysis, change agent network set-up and support;
Agile methodologies training;
Certification in Human Synergistics analysis and development methods for organizations, teams and individuals: organizational culture inventory, group style & lifestyle inventory;
Training for Project Management Practitioner certification (PMI);
Various facilitation and communication trainings; training skills courses; process analysis and optimization techniques
Experience in change management projects regarding ERP/SAP, Workday, Salesforce Service Cloud
Agile methodologies training;
Certification in Human Synergistics analysis and development methods for organizations, teams and individuals: organizational culture inventory, group style & lifestyle inventory;
Training for Project Management Practitioner certification (PMI);
Various facilitation and communication trainings; training skills courses; process analysis and optimization techniques
Experience in change management projects regarding ERP/SAP, Workday, Salesforce Service Cloud
Project history
04/2018
-
08/2019
Overview: Global project with the goal of HR process simplification, digitalization and line manager
empowerment by self-services allowing live data access and self service start of HR processes across
all business areas as well as more personal data control for employees by self-services; process
harmonization across 67 countries; Workday and Salesforce Service Cloud system implementation
Change Management: Representing Germany in the global Change Team, collaboration with the global
team; adapting the global communications and training approach to German specifics and requirements;
creation of additional country specific comms material such as presentations, videos, engagement
interventions and their roll-out for HR and the business; initiating, setting up, engaging and
supporting a German change network including representatives of all business areas and locations in
Germany; supporting works council comms and negotiations; translation & QA of global training
material and creation of additional material as required; go-live support and hypercare for HR and
business; input and additions to global support solution
empowerment by self-services allowing live data access and self service start of HR processes across
all business areas as well as more personal data control for employees by self-services; process
harmonization across 67 countries; Workday and Salesforce Service Cloud system implementation
Change Management: Representing Germany in the global Change Team, collaboration with the global
team; adapting the global communications and training approach to German specifics and requirements;
creation of additional country specific comms material such as presentations, videos, engagement
interventions and their roll-out for HR and the business; initiating, setting up, engaging and
supporting a German change network including representatives of all business areas and locations in
Germany; supporting works council comms and negotiations; translation & QA of global training
material and creation of additional material as required; go-live support and hypercare for HR and
business; input and additions to global support solution
07/2017
-
11/2017
Change Management Coach
Cruise Ship Building (Meyer Werft Papenburg &
Overview: The defined company strategy includes a comprehensive transformation program affecting all
business areas which is supported by multiple big projects deeply influencing the known business as
usual
Change Management: Coaching and training a dedicated competence team in setting up a pragmatic
company specific Change Management methodology and tools; operational support and coaching of
multiple high impact projects at various stages of the project lifecycle with regards to Change
Management methodology, activities and tools at locations in Germany and Finland; special focus to
find an optimal fit given the different project goals, scope, functional areas and organizational
set-up
business areas which is supported by multiple big projects deeply influencing the known business as
usual
Change Management: Coaching and training a dedicated competence team in setting up a pragmatic
company specific Change Management methodology and tools; operational support and coaching of
multiple high impact projects at various stages of the project lifecycle with regards to Change
Management methodology, activities and tools at locations in Germany and Finland; special focus to
find an optimal fit given the different project goals, scope, functional areas and organizational
set-up
03/2017
-
06/2017
Regional Change Management Lead
Consumer Goods and OTC Pharmaceuticals (RB)
Overview: Process Harmonization and ERP Implementation project across a region of three clusters
(DACH, Poland/Baltics, Central Eastern Europe) covering twelve countries. Specific challenges were
the very different business models and different stages of global implementation of the logistics
model between production and markets.
Change Management: Team building of three cluster change managers; adaption of global OCM
methodology and tools to local fit including alignment with and reporting to global OCM team;
planning/implementing/completing OCM deliverables according to the project lifecycle;
training/supporting/coaching key users regarding identification and analysis of change impacts,
change impact action plans & transition, user role mapping, user training
concept/preparation/execution; project communication/stakeholder management; alignment &
collaboration with global teams for user training (course structure, material, system) and role
management; ensuring OCM alignment across the region and reporting for the region
(DACH, Poland/Baltics, Central Eastern Europe) covering twelve countries. Specific challenges were
the very different business models and different stages of global implementation of the logistics
model between production and markets.
Change Management: Team building of three cluster change managers; adaption of global OCM
methodology and tools to local fit including alignment with and reporting to global OCM team;
planning/implementing/completing OCM deliverables according to the project lifecycle;
training/supporting/coaching key users regarding identification and analysis of change impacts,
change impact action plans & transition, user role mapping, user training
concept/preparation/execution; project communication/stakeholder management; alignment &
collaboration with global teams for user training (course structure, material, system) and role
management; ensuring OCM alignment across the region and reporting for the region
06/2015
-
09/2016
Generation Site Readiness/Change Management Lead EMEA
Medical Technology (Medtronic)
Overview: Post Merger integration of two multinational companies for the EMEA region. Implementation
of harmonized business processes and system solutions with SAP backbone for 29 countries regarding
the functional areas Customer Services & Pricing (Order Processing), Supply Chain Planning &
Delivering/Order Fulfilment, Service & Repair, Finance in parallel to organizational integration
including site and personnel consolidation and transition. Implementation of new solution third
party system (ServiceMax) for Service & Repair.
Change Management: Change concept set-up adapting Medtronic Site Readiness methodology with
individual approach for the different functional areas taking the organizational changes into
account; building and coaching Site Readiness teams in all functional areas;
initiating/driving/supporting project communications, change impact analysis & process change
implementation, role management & training, control plans for hypercare phase and drive/manage
readiness reviews; close collaboration with business deployment leads and support of site leads
(e.g. distribution centers) and country/regional integration leads; program/EMEA wide communication
strategy; change management representation in program management
of harmonized business processes and system solutions with SAP backbone for 29 countries regarding
the functional areas Customer Services & Pricing (Order Processing), Supply Chain Planning &
Delivering/Order Fulfilment, Service & Repair, Finance in parallel to organizational integration
including site and personnel consolidation and transition. Implementation of new solution third
party system (ServiceMax) for Service & Repair.
Change Management: Change concept set-up adapting Medtronic Site Readiness methodology with
individual approach for the different functional areas taking the organizational changes into
account; building and coaching Site Readiness teams in all functional areas;
initiating/driving/supporting project communications, change impact analysis & process change
implementation, role management & training, control plans for hypercare phase and drive/manage
readiness reviews; close collaboration with business deployment leads and support of site leads
(e.g. distribution centers) and country/regional integration leads; program/EMEA wide communication
strategy; change management representation in program management
06/2012
-
09/2014
Change Management Lead
Consumer Goods (JT International)
Overview: Harmonization of business processes, organizational structures and job definitions across
six countries to a global model (Agronomy, O2C, P2P, R2R); transformation was driven by
implementation of SAP in parallel to a bespoke system development interfacing to SAP in six Origins
(Brazil, Malawi, Tanzania, Zambia, Serbia, US) producing agricultural raw product; the bespoke
system development bridges the gap to SAP regarding agricultural specifics, limited computer
literacy of end users and poor connectivity in the Origins; the software development followed SCRUM
methodology; the project was to support the harmonization of the six Origins.
Change Management: Communication plan set-up and execution, support stakeholder management; driving
and supporting communication activities project - local organization performed by the Origin
Representatives; training and coaching of local Transformation Stewards who were to drive the local
Change Management activities; development of global cross-system "job labels" = job based system
authorization profiles based on harmonized HR position descriptions; leading the role mapping with
Origin organizations; change impact assessment; initiating & supporting local transition planning;
development of a Train-the-Trainer program with external global master trainer team and Origin
trainers training locally with special respect to the particular end users clientele (training soft
skills, emphasis on simple and hands-on); project team support regarding team building, personal
development and workshop facilitation.
six countries to a global model (Agronomy, O2C, P2P, R2R); transformation was driven by
implementation of SAP in parallel to a bespoke system development interfacing to SAP in six Origins
(Brazil, Malawi, Tanzania, Zambia, Serbia, US) producing agricultural raw product; the bespoke
system development bridges the gap to SAP regarding agricultural specifics, limited computer
literacy of end users and poor connectivity in the Origins; the software development followed SCRUM
methodology; the project was to support the harmonization of the six Origins.
Change Management: Communication plan set-up and execution, support stakeholder management; driving
and supporting communication activities project - local organization performed by the Origin
Representatives; training and coaching of local Transformation Stewards who were to drive the local
Change Management activities; development of global cross-system "job labels" = job based system
authorization profiles based on harmonized HR position descriptions; leading the role mapping with
Origin organizations; change impact assessment; initiating & supporting local transition planning;
development of a Train-the-Trainer program with external global master trainer team and Origin
trainers training locally with special respect to the particular end users clientele (training soft
skills, emphasis on simple and hands-on); project team support regarding team building, personal
development and workshop facilitation.
01/2011
-
01/2012
Change Manager on Program Level
Utilities Company Gas Wholesale (E.ON Ruhrgas)
Overview: Intercompany program on replacing the existing IT landscape which is no longer suitable
for the future due to instability, inconsistency and inflexibility by an SAP backbone architecture
consisting of IS-U and CRM with interfaces to various gas business specialist systems
Change Management: Change strategy aligned with the parallel sales project, development and
execution of a communication plan, set-up and implementation of communication activities in
cooperation with the Corporate Communications department, support of the line organization in
organizational change activities, development and execution of a training and coaching program,
training team lead
for the future due to instability, inconsistency and inflexibility by an SAP backbone architecture
consisting of IS-U and CRM with interfaces to various gas business specialist systems
Change Management: Change strategy aligned with the parallel sales project, development and
execution of a communication plan, set-up and implementation of communication activities in
cooperation with the Corporate Communications department, support of the line organization in
organizational change activities, development and execution of a training and coaching program,
training team lead
07/2010
-
12/2010
Change Manager on Program Level
Standard Software Provider (SAP)
Overview: Corporate-wide program on SAP BI application and architecture innovations including the
implementation of common governance structures as well as supporting organizational units and panels
Change Management: global change strategy approach (approx. 14,000 users worldwide), Organizational
Change Management (OCM) planning, coaching of OCM teams driven by individual projects,
communications on program level, stakeholder management, facilitation, coaching on training
approach, change impact analysis and transition support
implementation of common governance structures as well as supporting organizational units and panels
Change Management: global change strategy approach (approx. 14,000 users worldwide), Organizational
Change Management (OCM) planning, coaching of OCM teams driven by individual projects,
communications on program level, stakeholder management, facilitation, coaching on training
approach, change impact analysis and transition support
02/2010
-
03/2010
Change Management Coach
Automotive Supplier (Meteor)
As-is assessment and development of a project roadmap for a SAP R/3 system optimization including
various organizational and process changes/enhancements; responsibility for the change management
part and workshop facilitation
various organizational and process changes/enhancements; responsibility for the change management
part and workshop facilitation
03/2008
-
07/2009
Global Change Manager
Energy Supply Group (E.ON)
Overview: Process harmonization and integration of Market Units Central Europe, UK and Nordic into a
common SAP HCM (Human Capital Mgt.) operating model and system
Change Management: global Change Management approach, coaching and leading of local CM teams,
communications program, stakeholder management, facilitation, project management coaching,
development and execution of the training program supported by communication measures regarding the
process changes, classroom training and e-learning for 23,000 end users, supporting the improvement
of the international team cooperation
common SAP HCM (Human Capital Mgt.) operating model and system
Change Management: global Change Management approach, coaching and leading of local CM teams,
communications program, stakeholder management, facilitation, project management coaching,
development and execution of the training program supported by communication measures regarding the
process changes, classroom training and e-learning for 23,000 end users, supporting the improvement
of the international team cooperation
09/2006
-
05/2008
Project Manager Training
Illumination Products/Automotive Supplier (Osram)
Transfer and country specific adaption of previously executed training programs for the SAP global
template roll-out regarding Global Master Data, Sales, Logistics and Finance in Switzerland,
Benelux, Denmark, Poland, Czech Republic, Slovakia, Hungary and UK: Analysis of training
requirements including country specifics, development of training structure, definition of training
methods, language solutions, training material as well as organizational and technical requirements;
staffing of the trainer team, scheduling, communications project/team management; controlling
template roll-out regarding Global Master Data, Sales, Logistics and Finance in Switzerland,
Benelux, Denmark, Poland, Czech Republic, Slovakia, Hungary and UK: Analysis of training
requirements including country specifics, development of training structure, definition of training
methods, language solutions, training material as well as organizational and technical requirements;
staffing of the trainer team, scheduling, communications project/team management; controlling
09/2004
-
09/2006
Sub-project Manager
Automotive - After Sales (MAN)
Development of a training concept for the employees in spare parts sales concerning the SAP R/3
implementation including the connection to a third party warehouse management system (560
participants):
Analysis of the training relevant business processes, development of the training structure,
assurance of cross-departmental knowledge transfer, resource planning/ management, training/coaching
of internal trainers, coordination of infrastructure (system + training rooms), super-vision of
internal training administration/controlling, change management and project communication
implementation including the connection to a third party warehouse management system (560
participants):
Analysis of the training relevant business processes, development of the training structure,
assurance of cross-departmental knowledge transfer, resource planning/ management, training/coaching
of internal trainers, coordination of infrastructure (system + training rooms), super-vision of
internal training administration/controlling, change management and project communication
03/2006
-
07/2006
Project Coach
Automotive - Procurement for production (MAN)
Quality assurance of the training strategy for end users (500 participants), coordination of
training preparation as well as production of training material by internal and external trainers,
planning and organization of the training program, coordination of the technical infrastructure
training preparation as well as production of training material by internal and external trainers,
planning and organization of the training program, coordination of the technical infrastructure
06/2005
-
04/2006
Project Manager Training
Illumination Products/Automotive Supplier (Osram)
Development and realisation of a training program for the SAP R/3 global template rollout in France
based on the already existing training structure and material (600 participants);
Involved business functions: Sales, Logistics, global master data; close communication concerning
the training structure in detail and its realisation as well as infrastructure requirements with the
local responsibles
based on the already existing training structure and material (600 participants);
Involved business functions: Sales, Logistics, global master data; close communication concerning
the training structure in detail and its realisation as well as infrastructure requirements with the
local responsibles
06/2004
-
01/2005
Project Coach internal HR Development
Management Consulting (HighQ IT)
Facilitation and coordination of an HR development process following a holistic and participatory
approach
Components: Definition of an organizational and career model consistent with the company strategy
and its key success factors, development of a performance review and promotion system, development
of qualification measures, organizational culture analysis incl. identification of primary needs for
action, 360°-Feedback for executives concluding in improvement measures, development and execution
of an educational workshop series for future project managers; trainer for change management
methodology and tools
approach
Components: Definition of an organizational and career model consistent with the company strategy
and its key success factors, development of a performance review and promotion system, development
of qualification measures, organizational culture analysis incl. identification of primary needs for
action, 360°-Feedback for executives concluding in improvement measures, development and execution
of an educational workshop series for future project managers; trainer for change management
methodology and tools
07/2004
-
12/2004
Project Manager Training
Illumination Products/Automotive Supplier (Osram)
Development and realisation of a training program for the SAP R/3 global template rollout in Spain
and Portugal based on the existing training structure and training materials; involved business
functions: Sales, Logistics, Business warehouse (100 participants); close collaboration concerning
training structure, execution, infrastructure requirements with local responsibles
and Portugal based on the existing training structure and training materials; involved business
functions: Sales, Logistics, Business warehouse (100 participants); close collaboration concerning
training structure, execution, infrastructure requirements with local responsibles
09/2002
-
07/2004
Project Manager Training
Illumination Products/Automotive Supplier (Osram)
Concept development and realisation of the training program for an international SAP R/3
implementation of a global template including process changes for the head office, production sites,
distribution centers and international subsidiaries; involved SAP modules were FI, CO, MM, SD, CRM,
LE, APO, PP, PS, PM, BW, SEM, QM (2,100 participants): User survey and analysis, user profile
development, target group specific course structure, user documentation, regional concept, set-up of
external trainer team, train-the-trainer, coordination of training preparation & execution,
adjustment of e-learning tools, set-up and maintenance of external training system landscape (R/3 -
APO - CRM light), coordination of training rooms, admin and go-live support by floorwalkers
implementation of a global template including process changes for the head office, production sites,
distribution centers and international subsidiaries; involved SAP modules were FI, CO, MM, SD, CRM,
LE, APO, PP, PS, PM, BW, SEM, QM (2,100 participants): User survey and analysis, user profile
development, target group specific course structure, user documentation, regional concept, set-up of
external trainer team, train-the-trainer, coordination of training preparation & execution,
adjustment of e-learning tools, set-up and maintenance of external training system landscape (R/3 -
APO - CRM light), coordination of training rooms, admin and go-live support by floorwalkers
01/1995
-
12/2003
Senior Manager
KPMG Consulting
Local Availability
Open to travel worldwide
Vollzeitverfügbarkeit ab März 2020
Teilweise remote wünschenswert (1-2 Tage/Woche)
Teilweise remote wünschenswert (1-2 Tage/Woche)
