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It really didn’t go as planned.
The idea was that Nina Åxman would travel a lot in her new job. I would be a frequent visitor to Sandvik Rock tool factories worldwide, aiming to secure and improve the global supply chain.
Soon after, the crown crisis erupted. It soon became clear that Sandvik had to temporarily close its factory in China due to national restrictions. A few weeks later, production in India also decreased.
– Yes, it has really been the most difficult way to learn how the supply chain works. But I have a very experienced and dedicated team around me. It gives me security and has allowed us to keep deliveries to our customers all the time, ”says Nina Åxman by phone from the central office in Västerås.
Despite the task you have the interview was packed on a tight schedule. Parallel to the emergency crisis work, he is tasked with appointing a management team and establishing a new direction for the organization. That change should permeate business in all countries was also no easier with borders closed. But virtual collaboration exercises and brainstorming have produced results.
– In a way, it is good that we have been challenged to see how far we can go on the virtual path. My extended management team includes people from eight different countries, so much of our daily life is based on virtual collaboration going forward, she says.
That goes well despite The circumstances are not surprising. This is not the first time that Nina Åxman has taken everyone on the journey of change. She was even part of the motivation when the organization’s leaders now name her as the woman leader of the future. She laid the foundation for successful leadership during a “stormy year” in China. In ten months, the factory’s capacity would double. Nina Åxman was responsible.
– Many questions were asked and I had to think about how I wanted to be a leader, she says.
Today she is happy to share with the recipe for success: build trust, show appreciation and make employees prosper.
– It is a privilege to be a leader and have an impact on so many people. I think it is important to manage that trust and try to influence in a positive direction.
“The manufacturing industry is concrete, there is a pulse. And you have to work with technology and people to make it good, “says Nina Åxman, who wants more people to see career opportunities in the sector.
Photo: Karina Ljungdahl
So she was also applied to Sandvik. She strongly believed in the leadership philosophy that decisions are made far in the organization. This makes it easier in a company where both the manufacturing and the customer base are spread across different continents. In the wake of the pandemic, it has proven to be even more important.
– I always believe that you win with decentralized leadership, but in times of crisis, I think it is absolutely necessary to be successful. Being able to trust your team and your support based on what happens locally, says Nina Åxman.
Especially locally, it won’t be on its own. Leading from a distance is a new challenge for all managers, she believes. The meetings, which were previously interspersed with the opportunity to walk around and “check the situation”, are now releasing each other. Nina Åxman makes sure to reserve virtual coffee time. She emphasizes the importance of holding informal meetings.
– I think many managers recognize that the calendar fills up quickly with many video meetings now. The challenge is to remain available to your staff, capture how they feel, and pay attention to their efforts. I think it is very important now, ”she says.
And humility is anything but done. While others are scrapping their global supply chains and judging international cooperation, Nina Åxmans concludes another.
– I don’t think the solution is that everyone has to deal with it. We have to trust each other and the dependencies we have. Global solidarity is an important lesson from this crisis.
