Behind-the-scenes | Judges' Insights

Carolyn Lum, Retired Vice President, Operational Excellence, Philip Morris International

Victoria Săplăcan, Head of Global Business Transformation, E.ON

JUDGES' INTERVIEW | CAROLYN LUM

To take us behind the scenes of the judging process, the BTWS team spoke with Carolyn Lum, Retired Vice President, Operational Excellence Philip Morris International, who served as one of the judges for January’s awards.

How does the judging process work, and how do you reach a final decision?

Lum explains that submissions are evaluated against a common set of criteria, with judges ultimately looking for evidence of sustainable business impact, capability building, and cultural change.

The process is rigorous but grounded in a clear framework, ensuring that decisions are consistent and well-reasoned across categories.

What separates a truly outstanding submission from one that's just well-written?

For Lum, the distinction is clear. "Outstanding submissions clearly demonstrate measurable results, leadership engagement, and a repeatable system rather than a collection of isolated improvement projects."

A polished write-up alone won't cut it - judges are looking for the evidence behind the story.

Do you find yourself drawn to submissions with a strong people and culture angle, or is it all about the numbers?

For Lum, it has to be both.

The strongest submissions combine compelling business results with clear evidence that people and culture were transformed in ways that will sustain those results long after the project concludes.

What's the most common mistake you see in submissions that don't make the shortlist?

"Many submissions focus on the tools they used rather than the business problems they solved and the impact they achieved," Lum notes.

It's a common pitfall - leading with methodology when the judges are really asking: what changed, and why does it matter?

Was there a particular submission that really stayed with you?

Lum reflects that the most memorable submissions are not defined by a single breakthrough moment, but by compelling evidence that a culture of continuous improvement was embedded over time - creating lasting business results and genuine organizational capability.

What would you say to a team that's done great work but isn't sure their story will land on paper?

Her advice is straightforward: "Focus on clearly explaining the problem, the actions taken, and the measurable impact - great work is often more compelling than people realise."

JUDGE'S INTERVIEW | Victoria Săplăcan

What's the first thing that tells you a submission is going to be strong?

"Clarity of purpose," Săplăcan says. "You can tell almost immediately when a team genuinely understands why they transformed, not just what they did."

For her, strong entries lead with the business problem and make the link to outcomes feel inevitable, "rather than bolted on at the end."

Which of the judging criteria matters most to you, and why?

Demonstrated impact - "without question blended

with people orientation."

Ambition is important, she explains, but transformation has to move the needle, "whether that's financially, operationally, and especially for the customer."

She adds: "when it's done putting the people in the centre, that human approach makes the difference.

In my team we hold ourselves to that same standard, so I look for evidence that change actually landed with a human touch, not just that it was well designed."

How important is the challenges section - do you value submissions that are open about what went wrong?

"Enormously," Săplăcan says. "Entries that present a frictionless journey tell me less than ones that acknowledge where things got hard and explain how they adapted."

For her, honest reflection is a signal of genuine learning - "and frankly, it's what makes a transformation story credible and human."

Was there a particular theme or initiative from last year's entries that stood out?

"The intersection of AI adoption and culture change was striking." The entries that impressed her most weren't just deploying technology - "they were actively reshaping how people worked and thought alongside it.

That human dimension is what separates the good submissions from the genuinely exceptional ones."

What's your top piece of advice for teams thinking about applying this year?

"Be authentic and don't undersell your outcomes." Transformation professionals are often modest about what they've achieved, she notes, "but this is the moment to be specific and bold. Quantify where you can, name the real challenges you faced, and make sure the story you tell reflects the actual scale of what your team accomplished."