From Vision to Value – Business Transformation Leaders– interview with Carine Vinardi

In our exclusive interview series, From Vision to Value: Leaders at the Helm of Business Transformation, we explore how organisations successfully navigate complex transformations amidst sustainability imperatives, disruptive technologies, and evolving market dynamics.

We’re excited to feature Carine Vinardi, a renowned expert and practitioner in business transformation and Lean and a published author. In a compelling discussion with Margaret Jaouadi, Carine shares real-life examples and stories, shedding light on the challenges and opportunities within transformation journeys.

Key highlights include:

• The crucial role of Hoshin Kanri in aligning Lean deployment with strategic goals.
• The concept of a ‘burning platform’ and its importance in driving change.
• Insights on emerging technologies like AI, machine learning, and automation.
• The evolving role of leadership and the critical skills future leaders need to thrive.

Manuel Preg, Group Director and Managing Director at Pacific International Executive Search, Germany, facilitated this insightful interview with Carine Vinardi.

Margaret Jaouadi
Can you walk us through your career journey and explain how your experiences in different organisations have shaped your approach to Lean and business transformation? Additionally, could you share any pivotal moments or key experiences that significantly influenced your perspective and approach to these practices?

Carine Vinardi
I’ve worked in industrial companies for 27 years, spanning large and small organisations. I am an all-road industrial professional. I started my career in a supervisory role on the factory floor, managing frontline operations, and have since worked my way up to top executive positions for the past 13 years.

My diverse experience across different levels of an organisation—vertically and horizontally—has given me a unique ability to empathize with people in various roles. This perspective has been invaluable in my leadership and decision-making.

You asked about a specific moment that influenced my lean and business transformation approach. I must admit, I haven’t always made decisions I’m proud of. I sometimes pushed too hard in the early stages of my career, especially working in the automotive sector, where lean practices demand significant optimization. At that time, my boss saw this as doing a great job, but it took me a while to realize the need for balance. I learned that pushing for optimization must be tempered with empathy and understanding.

This leadership lesson taught me to treat people the way I want to be treated. This philosophy—managing people as I would like to be managed—has always guided me.

The operational and functional experience blend has dramatically shaped my ability to offer meaningful support and lead effectively. As a functional leader, I had to find the right approach to challenge others constructively and become a true partner rather than just a taskmaster. This balancing act—driving performance and fostering collaboration—has been a defining part of my growth.

Margaret Jaouadi
What are the most compelling drivers for business transformation today? How can an organisation strategically prepare for successful outcomes in a dynamic environment?

Carine Vinardi
Good questions. I lean towards traditional approaches, but you’ve made a good point about the importance of context. From my experience, the ones of my network and my research, strategy—especially in leadership and decision-making—is not a purely top-down process. An effective strategy requires a combination of bottom-up and top-down approaches.

Why? Because strategy is about understanding the gap between where you are and where you want to go. You risk misunderstanding this gap without connecting between what’s happening on the ground—in your company, facilities, and among your people—and your strategic goals. It can lead to two outcomes: either you challenge too much, and the strategy becomes unrealistic, or you don’t challenge enough, though this is less common.

Integrating top-down and bottom-up communication is crucial, particularly in today’s fast-paced environment. You need continuous and fast information flows and a deep connection with your teams to achieve this. It requires leaders to be physically present on the shop floor. Despite technological advances, like managing operations through a smartphone, there’s no substitute for direct interaction with teams. Technology should be a tool, not a replacement for personal engagement. Leaders must see their teams firsthand to truly understand the dynamics at play. Capturing subtle, weak signals—inside and outside the company—is now more critical than ever.

Moreover, a great strategy ensures that every team member understands how their actions contribute to the broader goals. This clarity is vital. Whether reconfiguring a plant layout to serve customers better or adjusting processes in a call center to offer new services, people need to see how their work fits into the bigger picture.

Lastly, even though flexibility is essential, you still need a simple and easy-to-reupdate plan. Some argue that strategy doesn’t require a rigid plan, but you need at least a clear direction. Like a sailor navigating a journey, you may adjust your course based on the conditions and wind direction, but you always have a destination in mind. A strategy should be simple and adaptable yet disciplined enough to stay on course when conditions are favorable. This combination of simplicity, flexibility, and discipline is more crucial than ever in today’s context.

Margaret Jaouadi
That’s an excellent explanation, and I love how simple it is. It may resonate with me because I love sailing. Now, regarding adopting Hoshin Kanri, how does it help processes reduce waste and create measurable value?

Carine Vinardi
Let me answer your question by recalling two quotes that resonated with me. The first was from a former Toyota CEO. He described “Hoshin Kanri as the heart of the TPS system.” It struck me because many people aren’t familiar with Hoshin Kanri, yet Toyota’s leaders emphasize it as central to their success.

Why is it the heart? Because strategy defines the ‘why’ and the ‘what,’ Lean can support addressing the ‘how.’ Lean focuses on optimizing customer experiences by eliminating waste and simplifying processes. Management basics such as daily performance management, continuous improvement, problem-solving, and standard visual management are key for strategy execution. This might seem straightforward in a small department or site, but you could spend years on endless tasks in larger entities without guidance. Hoshin Kanri fills this gap by directing where to focus your improvement efforts and problem-solving, aligning people and ensuring you aren’t spread too thin.

In addition, Hoshin Kanri effectively connects lean with strategic objectives, making the strategy execution as efficient as possible. You can design and deploy a strategy without Hoshin Kanri, but if you want to make it with the best effectiveness and efficiency, my experience is that there is no better approach (more detailed in my book*).

The second quote that resonates with me is more personal. It’s from the poem ‘Invictus’: ‘I am the master of my fate; I am the captain of my soul.’ Though often attributed to Nelson Mandela, it was initially by William Ernest Henley, a British poet who overcame significant adversity, including losing an arm. This quote became deeply meaningful to me after a life-changing accident where I was run over by a car, leading to a long recovery process.

During that difficult time, I realized that while you can’t control everything, you can always control how you respond. This event has been one of my life’s most important lessons, shaping my resilience and professional philosophy. This mindset has shaped my approach to challenges in life and work. Whether writing a book during a challenging period or visiting my 98-year-old grandmother regularly, I’ve learned that focusing on priorities and what you can control is empowering. This accident, though difficult, ultimately gave me immense strength and perspective.

Back to Hoshin Kanri, this approach addresses strategy, and strategy is about the action plan, what you can do or activate…, and the control you have over your response. Even when faced with unforeseen circumstances, it’s crucial to remember that there is always something within your control.

Margaret Jaouadi
Thank you for sharing this with me, Carine. Now, reflecting on your career, can you describe a particularly challenging transformation initiative that ultimately delivered on its goals? What obstacles did you face, and how did you overcome them?

Carine Vinardi
I have an example of my first restructuring turnaround as a managing director of a small company. It presented unique challenges due to limited financial resources and external support. It was an old company, more than 300 years old—one of the oldest in France. Leading such a restructuring is always challenging, especially in a company with a rich legacy.

One of the most challenging aspects was shutting down an electronics factory and transferring production to a cost-competitive country—a decision I disliked but had to execute. This plant employed 50 women, many of whom had been there for over 20 years. Their roles required dexterity and often accommodated medical constraints as they transitioned from other physically demanding jobs.

The restructuring process was a profound transformation, particularly resonant with today’s leadership challenges. I devoted at least 70% of my time to human resources—listening to people’s fears, absorbing their emotions, and addressing their concerns—while the remaining 30% focused on the material resources and technical aspects of the transfer, such as focusing on a few priorities, product relocation, and engineering.

The human side was the most demanding part. I had to engage with employees, some of whom were crying, others critical and understandably resistant to change. It was essential to acknowledge their grief while simultaneously planning their future roles. We were fortunate to have temporary jobs, facilitating a smoother transition.

Despite the technical transfer’s complexity, the most energy-intensive part was adapting new job roles and workstations for those with medical constraints. We worked closely with economic organisations to find suitable positions and reconfigured workstations to accommodate their needs. The success lay in our empathetic approach, ensuring that people felt heard and supported.

Ultimately, the effort paid off. The employee feedback was overwhelmingly positive, including those not directly affected by the relocation. Many appreciated the improved workstations, which benefited everyone, not just those with constraints. This one-year turnaround, though challenging, was a collective success from both a technical and human perspective.

Reflecting on this experience, it’s evident that many leaders acknowledge the importance of people in transformations but often prioritize the technical aspects. Being empathetic and addressing the emotional needs of employees isn’t easy, yet it’s crucial. Empathy comes naturally to me, but it’s challenging for many leaders.

Effective leadership in such situations requires emotional resilience and balance. It’s not just about technical expertise; it’s about genuinely connecting with people. My personal balance and support network outside of work have been instrumental in enabling me to navigate such complex transformations successfully.

Margaret Jaouadi
For me and most other people unfamiliar with business transformation, it equates to job losses. It’s the first thing that comes to mind. Your example contradicts that, but I’m sure that in your career, you must have encountered situations where not all jobs can be saved.

Carine Vinardi
I experienced it when I lost my job due to a transformation I led. This experience was deeply personal, and I handled it well from the feedback I received. Perhaps this was because I, too, was directly affected. I don’t enjoy transformations that result in job losses, and I prefer to be straightforward. The restructuring decision impacted the organisation significantly, and, unfortunately, some teams had to be disbanded.

What made this transformation different was the fact that I, as a leader, was also on the line. It’s incredibly tough when you must make difficult decisions, such as dismissing employees. Recruitment and separation are the most critical moments in leadership. However, knowing I was also affected made the process more genuine and empathetic. Communication was done early in the process, and I led the company through this change while also being personally impacted. This transparency ensured that my team knew I wasn’t just protecting my position while others were at risk.

In many companies, the decision-makers who initiate layoffs are often not the ones facing employees daily. In my case, I was right there with my team. They had achieved excellent results, with the best bonuses the previous year, so the news shocked us all. While personally affected, managing this transformation helped me lead with maximum authenticity and empathy.

Anyway, I do not want to do it again.

Margaret Jaouadi
What are the most significant challenges businesses face in today’s fast-paced, technology-driven environment, and are there any opportunities leaders often overlook?

Carine Vinardi
It’s crucial to reflect on how constraints have evolved and how sustainability and digital have become an integral focus. Twenty years ago, leaders didn’t have to include those constraints. This makes it even more crucial to prioritize, maintain focus, and have a flexible yet disciplined plan. These fundamentals remain relevant and necessary.

We live in a world often driven by trends. People move from one fashionable approach to another. However, the foundational principles, like those in Lean, remain relevant today. Lean basics, such as efficient problem-solving, performance management, customer focus, and waste elimination—including digital and sustainability-related waste—are still critical.

Some leaders forget these basics, especially in the rush to adopt digital solutions. They often overlook what traditional methods can accomplish. Digital technology supports autonomy within teams, but it’s important not to wait for digital solutions to push an organisation toward independence.

This concept aligns with a broader theme I often discuss, blending proven, traditional methods with new, innovative solutions. A personal anecdote illustrates this well. My great-grandmother lived to 101. I recall her amazement at the microwave, which seemed magical to her. Born in 1898, she marveled at how she could heat a cup of coffee. Despite her roots in a simpler era, she enthusiastically embraced this new technology. This story highlights the importance of not forgetting where we come from while embracing innovations that improve our lives.

The key takeaway is that technology should enhance our lives, not be an excuse to cut corners or forget the basics. Today, people often emphasize the productivity gains from digital tools. However, before investing in digital solutions, we must first ask why we need them and what we can achieve without them.

Mistakes often arise when people adopt digital solutions without asking the right questions, overlooking traditional methods that still work. By staying grounded in proven practices and strategically leveraging digital advancements, we can more effectively navigate the challenges of today’s professional world.

Margaret Jaouadi
How can leaders effectively drive transformation and innovation and build organisational agility? What strategies have worked best when addressing resistance to change?

Carine Vinardi
One critical element in fostering innovation is having a “burning platform.” Innovation often stems from necessity; when people feel a genuine need or urgency, they are more likely to develop new ideas. A burning platform doesn’t have to be catastrophic, like dire warnings from climate experts. It needs to be a compelling reason that drives action. Alongside this, prioritization is crucial.

Constraints play a role in fostering innovation. When organisations impose limits—time, budget, or resources—these constraints can spur creativity. Boundaries force people to think differently and find innovative solutions within the given limits.

Curiosity is another vital component. Genuine curiosity requires questioning and doubting, opening the door to unexpected discoveries. As empirical evidence and academic research confirm, an environment that encourages questioning and exploration helps cultivate this mindset.

Another key to fostering innovation is creating space for the mind to “relax”. Many groundbreaking ideas come during calm moments, not intense work sessions. Studies show that Nobel Prize winners often had their most significant insights during mundane activities or relaxation periods, not in the lab. This underlines the importance of providing time and space for free thinking, whether through casual conversations, leisurely walks, or simply stepping away from the desk.

Addressing resistance to change is about understanding and respecting people’s factual and emotional journey in the entire cycle. Change is a form of grief, and it’s essential to acknowledge this process. People need time and space to process their emotions, and leaders must show empathy throughout this transition.

Leaders must also ensure that those who are not directly impacted behave appropriately towards those who are. Avoidance or awkwardness can exacerbate the situation, so fostering open communication and mutual respect is crucial.

Margaret Jaouadi
How are emerging technologies like AI machine learning and automation shaping transformation efforts? Can you share insights or lessons learned from your experience?

Carine Vinardi
First, it’s interesting that during the process of writing my books, I conducted some research into the history of machine learning and artificial intelligence. It’s fascinating that the first machine learning algorithm dates to 1950, and deep learning emerged around 1990. So, while we often talk about these technologies as new, they’ve been around for quite some time.

What’s new is not the technology but the use cases and how the market is ready. It often takes more time for technologies to transition from development to widespread application than expected. This gap is why people need to take a step back and recognize that these tools and their usage evolve.

AI, for example, can focus on specific customer segments by analyzing data in ways we might not consider, optimizing parts of a process we couldn’t otherwise refine, and solving problems beyond human cognitive limits.

AI’s real challenge and opportunity are in augmenting our intelligence. For my fourth book, I interviewed a global expert, Luc Julia. He made a compelling case that “Augmented Intelligence” is a better term because it emphasizes how AI can enhance human capabilities rather than replace them.

The last key point is that companies need to start. Many use generative AI to summaries meetings, but this isn’t where the real value lies. These tools are just a tiny part of what AI can offer. Machine learning, a fundamental aspect of AI, is compelling when applied to basic business problems.

Margaret Jaouadi
Looking ahead, how do you see the role of leadership evolving to navigate continuous change? What trends or developments should organisations prepare to stay ahead of?

Carine Vinardi
Good question. Some people often talk about the “VUCA world”— Volatility, Uncertainty, Complexity, and Ambiguity. But honestly, the world has always been uncertain. Our heightened awareness of everything happening around us has changed, resulting in the interconnections and the speed of local impact on the global economy.

From a psychological standpoint, people generally dislike uncertainty. So, as leaders, one of our key responsibilities is to reduce uncertainty by providing clarity—whether it’s good news or bad news—and involving people in actions. People can handle good or bad outcomes, but uncertainty is genuinely debilitating. My focus as a leader is swiftly moving from uncertainty to a precise result.

Another vital aspect is adaptive leadership. You may face crises that require a different leadership style in a constantly changing context. During a crisis, for instance, people often look for firm, directive leadership. They don’t want a coach asking questions—they need someone who can provide clear direction and answers. While business schools may emphasize a coaching style, people expect you to lead decisively and clarify where to go during a crisis.

The third point I’d highlight, particularly relevant today, is creating a secure base for your team. This isn’t a new concept—many leadership experts, like those focused on negotiation strategies, have written about it. A secure base means providing a stable, safe environment where your team feels supported and can dare to take risks. Within this secure environment, you can still be demanding and set high expectations, but the team knows they have a foundation of trust and safety.

In today’s world, where one decision can be instantly communicated and scrutinized globally, people need to feel that they have secure support from their leaders and colleagues. This sense of security enables them to perform at their best with limited fear of negative repercussions from external pressures.

Today’s three critical points for leaders are reducing uncertainty, adapting leadership style, and creating a secure base for their team. These elements are more crucial than ever in navigating the challenges of the modern world.

Margaret Jaouadi
What advice would you give leaders embarking on their transformation journey, particularly regarding leveraging Lean and emerging technologies?

Carine Vinardi
A key point I’d emphasize is the importance of proven fundamentals. Before investing heavily in digital tools, challenge your team to optimize processes without relying on digital solutions. This approach ensures they fully understand the processes and the problems they’re trying to solve. Preparing for the next step should focus on optimisation—getting things right manually before introducing digital solutions.

When considering what digital can offer in terms of new products, features, or services, it’s critical to focus on the “why,” “what,” and “how.” Why do you need digital solutions? What specific problems are you trying to address? And how will digital tools help solve these problems? Answering these questions ensures that you’re leveraging digital technology effectively.

This approach reminds me of lessons from Lean. In the past, many companies jumped into Lean without fully understanding why they were doing it or what they hoped to achieve, except saving costs. Similarly, with digital, it’s easy for leaders to feel pressured to adopt the latest tools without a clear strategy. Digital is part of our daily lives, and many leaders rush to embrace it to stay current without considering the more profound purpose.

Margaret Jaouadi
What are the most critical skills future leaders will need to navigate today’s challenges and prepare for the future successfully?

Carine Vinardi
We’ve already touched on the importance of curiosity and authenticity, which are critical traits for leaders in today’s uncertain world. In addition to these, courage is essential. Leaders need to be brave, especially now. People need to trust their leaders, and part of building that trust is demonstrating courage—showing that you’re willing to fight for your team, protect them, and even make personal sacrifices if necessary.

Resilience is also key to facing unpredicted events and building resilient organisations and processes.

Courage and bravery aren’t just personal beliefs; they’re supported by extensive research from major firms that reach the same conclusion. Alongside courage, empathy is crucial. Leaders need to understand and feel their people’s needs.

These traits aren’t just nice-to-haves; they’re what companies need to thrive. However, there’s a gap between what’s needed and what many companies prioritize. While the future demands leaders with these qualities, current hiring practices don’t always reflect this. It’s a challenge for organisations to align their recruitment and development strategies with these essential leadership traits.

It’s reassuring to see these qualities gaining recognition. The key is for companies to acknowledge these needs and actively cultivate and prioritize them in their leadership development.

Margaret Jaouadi
Thank you, Carine, for this enlightening conversation and your clarity in communication. Along with empathy and authenticity, I highlight this as one of your strongest leadership traits. I wish you every success in securing your next role.

Carine is a Top Executive Leader but also a writer:

In English:
C. Vinardi (2025) – IN PROGRESS – Digital Sustainable Performance: How to maximise a Sustainable Performance combining Traditional and Digital solutions, title to be confirmed. Edited with Springer Nature
C. Vinardi (2023), Business Strategy with Hoshin Kanri, Springer Nature

In German:
C. Vinardi (2024), Unternehmensstrategie mit Hoshin Kanri, Springer Gabler Cham

In French:
C. Vinardi (2016), Les équipes multiculturelles en entreprise : les comprendre, les gérer, les développer, Maxima Editions, Paris
C. Vinardi (2013), Le Lean: atouts, impacts et limites, Vuibert Editions

For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges in the Renewable Energy sector, please contact Adam Nuzie or one of our Executive Search Consultants specializing in your sector.