Mette Christina Brøgger

In addition to below roles:

• Center of Expertise for Organisational development (restructuring governance, process and implementation)
• Center of Expertise for HR Mergers & Acquisitions
• Team of 12

Role and responsibilities:

• Member of Global HR Leadership Team.
• HR Business Partner for CHRO and HR Organisation (~650 employees in ~45 different countries).
• Accountable for Strategy planning, deployment and execution in CHRO area, including maturation of strategic leadership in within the function.
• Head of People Analytics in Grundfos with focus on building a data driven HR function.
• Chairman of HR Business Process Owner Group (IT governance). Steer co member, Grundfos Business Systems. Steer co member, Employee Experience.
• People leader of a team of 7.

Selected results:

• Transformation from decentralized HR into a global HR organization with a tier-delivery model.
• Increased engagement.
• Establishment of People analytics function.
• Responsible for driving a re-structuring of CHRO area in 2020 as part of re-structuring Grundfos from regional setup to a customer centric organisation (PU setup). With second wave in 2022 moving into full divisional structure.

Roles and responsibilities:

• HR Business Partner, CHRO area.
• Project manager, HR Business Partner transformation.

Selected results:

• Drive roadmap for transforming HR Business Partnering tier .
• Development of Governance Model for HR in collaboration with Global HR Mgt Team.
• Development of HR Ambition in collaboration with Global HR Mgt Team.

Roles and responsibilities:

• Research, development, conceptualization, implementation plan and project management of HB Transformation Model.

Selected results:

• Business Development and professional sale.
• Competence development throughout the organization.
• Increased value creation in projects.

Roles and responsibilities:

• Program management: Project coordination, stakeholder management, team leadership and quality responsibility.
• Sales: Client development and –relations.
• Executive supervision: counseling and developing the individual leader.
• Professional internal supervision across projects. Correspondence with project sponsor.

Selected results:

• High value creation and long-lasting results.
• Effective project teams.
• Internal synergy.

Roles and responsibilities:

• Development and implementation of Knowledge strategy and management model.
• Leader and coordinator of knowledge team (four knowledge domains).
• Head of Leadership & Change knowledge domain.

Selected results:

• Continued development of company thought leadership profile.
• Strong concepts, effective projects and value creation in projects.
• Internal courses and competence development.
• Strong professional culture with passion for knowledge.

Roles and responsibilities:

• Broad consulting foundation within a range of industries and services.
• Project management. Correspondence with client´s project manager.
• Responsible for development and implementation of competence strategy.
• Mentoring (internal role).
• Recruitment (internal role).

Selected results:

• Effective and value creating projects and –teams.
• Clear organization (roles, career paths and structure).
• Young colleges performing and developing into next career level.
• Strong consulting team and sharp colleagues both professional and social.

Roles and responsibilities:

• 9 books and 20+ articles and whitepapers within leadership and change.
• Editor: Bestyrelsen, Børsens Ledelseshåndbog.
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• Roles and responsibilities:
• Basic consulting skills: analysis, research, documentation and facilitating.
• Selected results:
• Project effectiveness and economy.
• Strong basis for decision making.