Anna Torkelstam
Consultant Profile
About Anna
Anna has more than 15 years of experience from change management and project management. Particularly in relation to the areas of model, process and tools implementation as well as the area of organisational maturity and structural competence development.
The deliveries are characterised by a high work tempo, responsiveness and excellent skills in communication.
Anna’s deliveries also have the great advantage of her ability to quickly familiarize herself with complex topics and problems, and to swiftly break down extensive volumes of work into distinct work packages easily managed by her team members.
The deliveries have been executed in organisations spanning from 150 up to 1000 employees, reporting to the Executive team or Board of Directors and always in an international setting with geographical spread and significant cultural differences.
Selected projects & assignments
Programme– Increased Project Maturity – International industrial group
January 2022 – Ongoing
Lead Programme manager for a transformational change programme in an international hardware industry organisation with approximately 1000 employees globally. 150 of these are directly impacted by the programme in terms of day-to-day processes and responsibilities. Reporting on the Executive team level.
The purpose of the Programme is to increase the project maturity of the business in accordance with the standards of P3M3, this is achieved through the implementation of several initiatives and projects.
The assignment entails a large focus on stakeholder management and communication work as well as ongoing coaching of individual management team members to equip them in the work of leading their organisations through change. In addition, it requires continuous evaluation of resistance levels among stakeholders to ensure maximised benefits, realisation of the Programme’s outcomes, and subsequent achievement of long-term strategic goals.
Project - Post Merger Integration – European CRM-company
August 2021 – December 2021
Main project manager for a company merger with the objective to intertwine two businesses’ brands, processes, organisations, personnel, and system support in the wake of an acquisition.
This was achieved speedily under less than 4 months with the constraints of maintained or increased profitability, full utilisation of synergies and as little impact as possible on other KPIs for the respective line operations.
The organisation employed approximately 650 people across 15 European countries and the project reported directly to the Executive team of the acquiring company.
Assignment – Establishment of PMO – International SaaS company
January 2019 – August 2019
Line manager assignment for a company employing approximately 380 people across 7 different countries globally. It was carried out in the role of Chief of Organisational Excellence as part of the company’s executive team, reporting to the CEO.
The assignment was to design a project management model for the business based on global good practice where means of implementation ranged from training managers, project managers and project executives as well as to establish processes for internal communication. In addition, organisation, tools, and processes for portfolio management were implemented.
The assignment made particularly high demands on the application of incremental operational improvement over time, as the organisation was suffering from change fatigue already at the start.
Programme- Organisational Readiness – International SaaS company
August 2018 – May 2019
Programme Manager assignment reporting to the executive team in a company employing approximately 380 people across 7 different countries globally where the whole organisation was affected in terms of processes, tools, and reporting structures. Approximately 100 of them were also affected by new incentives and role descriptions.
The programme was set out to ensure the complete organisational readiness to proficiently market, sell and service an entirely new product suite which would be the target of migration, platform-to-platform, for the company’s approximately 3000 B2B customers globally.
In the role of Programme Manager, Anna oversaw the delivery of sales collateral, marketing material, support systems, learning & development activities as well as the coaching of managers and executives to ensure their leadership of staff through change.
Project –Value Proposition & Segmentation Model
April 2015 – December 2015
Change Management assignment reporting to the Executive team in a company employing approximately 300 people. The project aimed to articulate the business’ value propositions, both in general and per vertical and product type. As a partial deliverable from the project, a model was also established to segment the business’s combined customer portfolio and prospects.
The project affected the processes, tools for the whole organisation while changes to incentives and reporting structures had an immediate impact on approximately 100 of them.
It entailed great focus on resistance management, planning and execution of workshops, and continuous assessment of change impact and risk analysis.
Assignment – Implementation of internal Academy
2014 – 2016
Line Manager assignment reporting to the Executive team in a company employing approximately 300 people. The scope of the assignment impacted the whole organisation as new roles, processes and system support were defined and developed to ensure a long-term successful Academy model. The model was utilised both for the introduction of new colleagues as well as the skills development of existing staff.
The assignment entailed a high degree of stakeholder management, coaching of managers at all levels in the company as well as planning and execution of workshops and training.
Project – Customer Centric Selling implementation
2014 – 2015
Project manager reporting to the Executive team with the objective to implement Customer Centric Selling, CCS, as a single methodology for how to conduct sales throughout the entire organisation.
The implementation affected both processes, attitudes, incentive models for most employees, ca 250 people. In addition, the implementation also affected internal support systems, which to a large extent had to be adapted and/or replaced to support the new working methods.
Anna was also responsible for the change management activities in the project, which meant arranging and following up on workshops, communicating progress and results internally as well as management of, and dialogue with, all stakeholders.
Certificates
| 2022 | PRINCE2 Practitioner Certified |
| 2022 | PRINCE2 Foundation Certified |
| 2022 | Prosci Certified Change Practitioner |
| 2019 | PPS Certification in project management, TietoEVRY PPS |
Education
| 2001-2007 | Master’s degree in Economics, Swedish University of Agricultural Sciences |
| 1998-1999 | Music program, Ingesund School of Music |
| 1995-1998 | Music program, De Geer Upper Secondary School, Norrköping |