Howdo business transformation leaders create value?

Rubina Salimhavlin shares her advice

In a world of unprecedented disruption and market volatility, businesses transformation revolves around the need to generate value. Even successful companies will need to periodically reshape their value- creation strategy. Consumer habits change, competitive environments shift, cost pressures are rising, and regulations are increasing, all adding new steps to how business is conducted. For businesses of all types and sizes, an evolving economy means they must rethink their operating models to deliver breakthrough value.

Business transformation leaders are skilled at articulating the value they expect to achieve through this change, defining the capabilities needed and inspiring the team to strive towards the ambitious goal. The onus on the leadership shifts to balancing daily execution while nimbly and effectively charting a new course towards the transformation end-state.

Rubina Salim Havlin, a seasoned CEO and Board Director has a successful track record for guiding business transformations and reorienting the value creation model for companies including Bank of America, Canada Bank, Wealth One Bank of Canada and, most recently, PACE Credit Union.

“Whether a company is winding down, ramping up or simply making a change, my purpose is to create value for all stakeholders,” she says. “That includes employees, customers and shareholders. It’s about inspiring trust and restoring certainty for these stakeholders through transparent leadership.”

A thoughtful value case becomes the linchpin that links the transformation ambition to capability design and execution. Havlin approaches each assignment by casting a vision where both top- and bottom- line value have been created and then works back to the present, determining exactly which decisions will take the organization towards that goal. “Clearly understanding what creates value helps leadership focus capital and talent on the most profitable opportunities for growth” Rubina says.

Part of the enjoyment of transformation is unlocking new opportunities, championing new leaders and delivering efficiencies that already exists inside an organization. Havlin seeks to discover and empower leaders whose talents may have been hidden. Engaging with employees and managers at all levels by asking questions and inviting open dialogue provides her with the insight required to unleash that talent.

As interim CEO of PACE

Credit Union, Rubina was brought in to cast a strategic vision, ensure stability of the financial institution, sustain the credit union’s membership base and asset holdings, and position them for success. Under her leadership, they are on their way to returning to member- controlled governance, with a new board of directors elected earlier this year. “As I come to the end of my term and reflect on what we achieved together, I am so proud. Thank you to PACE Credit Union for letting me take part in their rebuilding efforts.”

Although the factors that drive value creation differ by industry there are commonalities that exist across all businesses. A successful value- creation strategy needs to reflect the priorities and expectations of the company’s key stakeholders. Rubina was hired by Bank of America, Canada Bank in 2012, with the task of leading the wind-up of the Bank’s Canadian operations, selling off its Canadian payment assets and repatriating the proceeds to the US. This was part of Bank of America’s global strategy in response to the commercial paper crisis. Domestically, Wealth One Bank of Canada asked her to step away from her Director duties to serve as Interim President and CEO, to lead through its launch into the Canadian Chinese marketplace.

“Managing through transformation is not for the faint of heart,” says Rubina, calling from her home office amidst the COVID-19 pandemic — another twist she’ ll embrace with the same thoughtful approach. “What’s required in these times of uncertainty is a common vision, laser- focused leadership, grit, and honest communications.”

For business leaders facing uncertainty during the COVID- 19 pandemic as they pivot from response to recovery, Havlin comes back to the core opportunity a transformation leader is presented with – generating new value. “As the economic impact of this pandemic reveals itself, it’s clear that the value model of almost every business will be affected.” She says. “Consumer confidence is down, supply chains have been disrupted, and government policies in a number of areas are unknown. Organizations will be forced to re- examine how they create value, and many will be forced to make some pretty radical adjustments.”

Efforts to embed agility and innovation into operating models will help deliver quick wins.

“Put people first, both employees and customers,” she says. “Safety, whether physical, emotional, financial or digital will continue to be top of mind, even in recovery. Second, create realistic business scenarios for the short- and long term to help you navigate the economic and financial impacts of the pandemic. Finally, monitor your competitive environment. Businesses will need to understand new macro- level changes in how customers wish to be served and have products/ services delivered.”

Despite the challenges, Rubina Salim Havlin sees the role of a transformation leader in a positive light. “When I can cast a vision of how to generate value for an organization, I become energized. Rallying the team towards that ambitious goal and successfully guiding a company through a transformation is rewarding.” A seasoned transformation leader can reshape the company’s value creation strategy while positioning them onto a sustainable growth trajectory.

When I can cast a vision of how to generate value for an organization, I become energized. Rallying the team towards that ambitious goal and successfully guiding a company through a transformation is rewarding.”

- Rubinahavlin