Navigating Diverse Industries: Insights from Jan Söderlund’s Leadership Journey
In today’s dynamic business view, versatility and adaptability are invaluable traits for leaders. Jan Söderlund exemplifies these qualities through a career that spans marketing, procurement, sales leadership, and special projects across industries like automotive and manufacturing. Drawing from his experiences at renowned companies such as Volvo and Kongsberg Automotive, Söderlund offers a wealth of knowledge on effective leadership, overcoming challenges, and fostering innovation.
Foundations of Leadership: Early Lessons from Volvo and Kongsberg
Söderlund’s tenure at Volvo laid the groundwork for his leadership philosophy. Reflecting on his early days in production, he emphasizes the importance of dedication and excellence: “When you are young, you come, it’s the simple things. You are there for the company so you come in time, you do a good job, you give your soul to the company and you deliver what is expected. And you should also try to deliver a little bit more.” This commitment to going beyond the basics instilled in him the value of hard work and perseverance. Söderlund also highlights the significance of respect within a team, regardless of one’s position: “Everyone is important. Person is also important, so everyone is important.”
His experiences at Kongsberg Automotive further shaped his resilience and ability to navigate failures. Söderlund recounts how supportive management allowed him to learn from setbacks and take on new challenges: “They give me some new tasks. They told me that I failed and they said that now you have one more chance. You have to do a good job and I did a good job.”
Overcoming Challenges in Global Supply Chains at SKF Group
As Purchasing Director at SKF Group, Söderlund managed indirect products and services across nearly 100 factories in 35 countries. The role demanded a deep understanding of diverse internal customers and the complexities of global supply chains. One of his primary challenges was balancing global governance with local support: “One challenge is the mix about global governance and local support to the factories.” He navigated this by building a robust organization, hiring local buyers to support each factory while managing a portion of global suppliers. Additionally, Söderlund faced the intricate task of supplier selection in a landscape resistant to change. He emphasizes the need for fact-based decision-making and effective change management to gain stakeholder buy-in: “You need to take the decision to dare to change supplier and take the risks. That is something that is really tough in big organizations.”
Building and Leading Industrisystem Norge AS
Transitioning to his role as Managing Director at Industrisystem Norge AS, Söderlund shares key takeaways from leading a start-up subsidiary. Being the first employee, he leveraged strong product offerings and support from the Swedish parent company to drive success: “So in two, two years we were the most profitable IT company in Oslo. Very small, but we had a turnover of 800,000 euro the second year but the profit was 200,000 euro. So that was quite an achievement.” His ability to harness customer value through excellent products and strategic customer access underscored the importance of aligning business offerings with market needs.
Fostering Innovation and Continuous Improvement
In fast-moving sectors like automotive and manufacturing, fostering a culture of innovation is crucial. Söderlund advocates for identifying improvement areas and involving the entire team in the solution process: “If you have innovations, you want to do innovations, you have to involve your personnel. Then you have to give them the airtime you must expose them when they do good stuff.” He believes in empowering employees to take responsibility and showcase their achievements, thereby driving continuous improvement and adaptability within teams.
Strategic Advice for Young Professionals
For those entering industries such as automotive or manufacturing, Söderlund offers practical advice on developing skills in supply chain management and strategic sourcing: “Start with the basic. Learn the basics, learn production, learn the basics.” He underscores the importance of hands-on experience in production and transactional purchasing before advancing to strategic roles. Additionally, Söderlund highlights the value of education in economics and strategic thinking, as well as the significance of aligning with a company whose products and values resonate with one’s own beliefs. “Find a good company where you believe in the products and that sells something that you can stand for.”
Moreover, he advises young professionals to seek out supportive managers who challenge and nurture their growth, fostering an environment where continuous learning and delivering value are paramount.
Conclusion
Jan Söderlund’s career trajectory offers a blueprint for aspiring leaders in diverse industries. His emphasis on dedication, respect, resilience, and innovation underscores the essential qualities needed to navigate complex business environments. By sharing his experiences and insights, Söderlund provides invaluable guidance for professionals aiming to excel in supply chain management, strategic sourcing, and beyond.