Our ever-evolving business landscape means companies are constantly grappling with the obligation to adapt and transform. Yet, despite the ubiquitous rhetoric of change, many transformations initiatives falter, failing to deliver the anticipated results. What distinguishes successful transformations from those that fall short? In this latest interview, Will Bellinger sits down with Severine Trinh-Foot, to understand the multifaceted nature of change and adopting a holistic, people-centric approach.
Severine Trinh-Foot has a career history that’s as diverse as it is impressive. From working for luxury goods brands, LVMH and Hermes to leading complex ERP transformations at organisations like Thames Water and Hallmark Cards, she’s seen it all. In this interview Will discusses her journey and gleans insights into the challenges and opportunities facing businesses undergoing change.
How did it all start?
Following an MBA at the University of Bristol, Severine’s career began with stints in sales and financial control within the luxury goods sector. But it was her move to KPMG UK’s newly formed Business Transformation Unit that ignited her passion for change. “It was a steep learning curve,” she recalls, “but really interesting.” Working on post-merger integrations across the US, France, and the UK provided invaluable experience. After 2 years, a move to KPMG Consulting France to support its set up after KPMG Consulting was bought by Bearing Point, saw her work on more operational and organisational design. It was then to KPMG in Brazil, where Severine rose to Partner, further broadened her skillset. After eight years in Brazil, she returned to the UK and established her own company, a testament to her entrepreneurial spirit.
How did you get into the change and transformation space?
“From KPMG onwards,” she explains, “I always worked in change and transformation. Whether it was integration, process redesign, outsourcing, or ERP implementations,” she recognised the common thread: “these were all major changes requiring a holistic approach.”
Her focus, then as now, is on the three pillars: people, processes, and technology.
What do you think are some of the biggest challenges for boards and executives when it comes to enacting change?
“A lack of alignment.” exclaims Severine, “Executives are not always aligned with the program of change, which may not always have a business case and a strong sponsor.” This misalignment can trickle down, with employees sensing the lack of unified direction. For successful change, she emphasises, there is a need for alignment with business strategy and buy-in from key stakeholders.
What is your process for developing and implementing a winning change management platform?
Severine’s process is methodical and comprehensive. It starts with a high-level approach and a realistic program plan signed off by key stakeholders. This is followed by detailing workstreams, activities, and deliverables, defining the project team’s roles and responsibilities. Crucially, she stresses the importance of understanding the context and objectives through one-on-one interviews with stakeholders. “This is a good way to engage them,” she says, “and have open and honest feedback on what they expect from the change.”
Engaging business people, even part-time, is another key element. She highlights the need to backfill their roles and, if possible, develop incentive plans. Regular status updates and steering committee meetings, along with a clear communication plan, are also essential. And, importantly, she adds, “Celebrate milestones and successes!”
How important do you think it is to work with internal stakeholders and team members during a major change programme?
For Severine, working with internal stakeholders and team members is not just important, it’s a “Key Success Factor.” Change, she reiterates, cannot happen without the involvement of functions and the business as subject matter experts, change agents, and project team members.
The commitment to backfilling roles and incentivising participation sends a powerful message throughout the company: “management is taking the program seriously.” It’s this combination of strategic thinking, practical experience, and a deep understanding of the human element that makes Severine such a valuable asset in the world of change and transformation.
Severine Trinh-Foot