Navigating Change with a People-Centric Approach

Martin Skyum Funch, Director of Global Talent Management

Martin Skyum Funch is a pioneering leader who empowers people and transforms talent development. He spearheaded initiatives to revamp leadership programs, focus performance management on continuous development and democratise growth opportunities across Genmab. His passion for harnessing innovations like AI led him to prepare Genmab for the future by integrating technology and building change capabilities globally. With decades of experience, Funch brings invaluable knowledge on blending technology and talent development to unlock organisational potential. His emphasis on inclusive, personalised growth has enabled Genmab to assemble a high-performing global team poised for sustainable success. Funch continues to be a forward-thinking talent management visionary at Genmab.

Through this article, Martin Skyum Funch discusses key priorities like transforming leadership development, performance management and exploring AI while emphasising change management and assessing organisational readiness for new technologies. Funch advises analysing people factors in change and gradually leading employees through transitions.

As a director, what daily challenges do you face in the office, and how do you navigate and overcome these obstacles?

A key challenge I regularly confront as a director is preparing the organisation for the future and anticipating challenges ahead. Given our rapid growth, substantial intake of new talent and leaders and establishment of new offices and business areas, strengthening leadership capabilities becomes paramount to ensure cohesive progress.

Over the years, our concentrated efforts have focused on navigating and facilitating transitions and changes within the company, encompassing shifts in culture, preparation for sustained growth, and scaling our business. This ongoing commitment aims to instil greater maturity in leadership throughout the organisation, aligning everyone toward shared goals and fostering a resilient and forward-looking organisational structure.

What notable trends are you observing in the HR domain, and are there specific aspects you would like to highlight or bring to the attention of the readers?

We are actively navigating three significant trends that shape our approach. Addressing the leadership challenge remains a top priority. Ensuring our leaders play a pivotal role in navigating the changes and transitions as we scale the business is crucial. Their instrumental role is pivotal in the ongoing transformation we seek as an organisation.

The impact of AI and the broader digitalisation across our organisation presents both a challenge and an opportunity. Preparing the organisation for AI and ensuring digital readiness have emerged as critical components. Balancing this technological evolution with organisational preparedness is paramount.

We are exploring the domain of skill classification, aligning with a broader industry focus. The objective is to elevate skills to the currency within our organisation, optimising talent utilisation across various business opportunities. This shift necessitates re-evaluating how we perceive people, skills, titles and even the intricacies of rewards and recognition. The challenge lies in orchestrating this change throughout the organisation, marking a longer but essential transition we have begun articulating internally.

What are your thoughts on AI as a transformative technology in recent years?

AI stands out as a significant opportunity from an HR perspective, product development and beyond. The integration of AI has a profound impact on how we evolve our products, conduct business, and foster employee development. In 2023, we made a substantial investment in an AI project, which provided invaluable insights. However, as we delved deeper, we recognised the dual nature of AI—the opportunities it presents and the challenges it poses.

Navigating the AI landscape requires careful consideration. We've learned from experiences and heard from other companies with AI-driven internal marketplaces and technology platforms. Our recommendation is to thoroughly explore these technologies, assessing organisational readiness before diving in. While caution is advised, we also advocate for embracing experimentation and piloting, extracting valuable learnings and adapting to ensure the organisation is adequately prepared for the transformative impact of AI.

Could you share a recent initiative or project you've been involved in at your company, and what positive impacts have emerged from it?

In the context of organisational change, we've been actively engaged in several projects, spanning insourcing, restructuring and the incorporation of new measurements and technologies. One noteworthy initiative revolves around leadership. Although leadership has always been integral, we recently introduced a new leadership model and structure that has brought about transformative changes.

The new leadership model, now articulated as a distinct and recognised skill, stands at the forefront of our endeavours. It is based on principles closely aligned with our corporate values, creating a recognised language for everyone in the organisation. This initiative is complemented by a comprehensive redesign of leadership development programs aimed at fortifying our leadership capabilities.

From succession planning to regular one-on-one sessions with employees, the new leadership structure permeates various aspects of our organisation. It is a guiding compass for all, fostering a shared understanding and language. This transition represents a significant shift in prioritising leadership, emphasising the recognition that dedicating time to leadership is a vital aspect of our organisational culture.

What advice would you offer to aspiring professionals entering your field?

Based on our experiences and lessons learned, I would highlight the importance of not solely focusing on project planning when initiating change or transition. It's crucial to equally prioritise the people's side of change. This involves conducting an initial assessment to understand the current context and gauge change readiness. Aligning change management goals with project management is key – they are two sides of the same coin. Our emphasis lies in thorough planning and investment of significant time to guide our people through change rather than pursuing numerous changes hastily.

Following this, the establishment of measurable indicators becomes imperative for effective follow-up. While not everything that gets measured is impactful, these indicators serve as checkpoints to ensure that we can support both our business and more importantly, our people throughout the change journey. It's essential for individuals to feel a consistent and sustained support system in place.

Consistent planning, pre-assessment and ongoing support are the cornerstones of successful change implementation. We advocate for a strategic approach, recognising that different parts of the organisation may adapt to change at varying speeds. Rather than a one-size-fits-all strategy, we focus on areas more adaptable to change, sharing inspiring stories to motivate others. As readiness evolves, we ensure continuous support and follow-up over an extended period, acknowledging that change is a dynamic process within the organisation.

AI

Project Management