A cultural change through emotions

Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | mini-IAD, Savona April, 16th 2016

Barbara Gentile

Pamela Onesti

Davide Bricoli

A Cultural Change through Emotions

Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 |

agenda

Culture and Lean&Agile transformation

Experience in Ericsson R&D Italy

Individuals and Culture

Role of Emotions

Inside our journey

Conclusions / Q&A

Context


Ericsson at a glance

NETWORKS Create one network for a million different needs

INDUSTRIESConnecting industries for business acceleration

IT Achieve business agility with Transformative IT

MEDIA Delight the TV consumer every day

employees worldwide

116,000of our employees are dedicated to R&D

25,000

the Leader in Mobile Communication Patents

39,000

countries with Ericsson presence

180

years of innovating ahead

140


3 R&D Centers in Italy

GenovaPisa

Pagani

IP SolutionsMobile Core Cloud / IMSNetwork management

systems

Radio transmission

worldwide records in IP & Broadband solutions

3

employees skilled in IP, Management System and network security

800

patents filed in the last 5 years, mainly on optical and photonics

250

R&D Centers in close partnership with Italian Universities

3


Influencing factors of a L&A transformation

Customer proximity

Skills

Technology domain

Business Model

Organization complexity

Weak

deployment strategy

Existing

processes

New

technical practices

Budget

constraints

Size & Scaling

Product

complexity

Executive

commitment

Culture


What Statistics SaySome numbers coming from several sources

› 96% of executives believe their organization needs a radical cultural change

› 60% of Executives believe culture is more important than company’s strategy

› 53% Inability to change organizational culture

› 42% General resistance to change

In the 2011 VersionOne® “State of Aglile" survey, according to 52% of respondents, the #1 barrier to agile adoption was the inability to change

organizational culture.


OUR L&A transformation

› Pilot project launched› External consultant involved› Transition Team established

AGILE PILOT

LEAN ORGANIZATION

DEPLOYMENT

FLOW EFFICIENCY

WINNING CULTURE

2011

2012

2013

2014

2015/16

› Internal coaching established› Extensive training› First organizational retrospective

› New L&A organization setup› L&A Change Agent› Lean Change Management program

› Lean Program (the “WHY”)› Value Flow› E2e project setup organization

› Culture› Performance – Trust – Innovation


The individual at the center


What Cultural attitude we need?

We need a culture based on diversity, on assertive and responsible people, able to exhibit their full potential.


Our Culture Learn & Growth

Dare to change

New Ideas

Business

Changes

Ericsson Goals


Our Journey…

Un individuo creativo è un uomo libero e sano, un individuo capace di giocare con i propri limiti, un essere umano realizzato e probabilmente molto felice"

(Donald W.Winnicott)

…helping people to take a closer look at themselves and understand better their actions, fosters people to continue to grow as individuals and as a community.

…challenging the way people think and the way people behave, it will make them dare to change their lives.


TEXT

Actor protagonist living an experience

Observe & Reflect to what the experience leads to

Increase self-awarenessCapability to decide

on own attitudes

**

Emotional Learning


Our own life and fixed thinking patterns

Human interactions and

Learn&Growth

Lead yourself and the others

1 2 3

3 DAYS


The Individual

1


Being part of A community

2


Lead yourself and the others

3


ResultsReaction Learning Behavior

yes 95%

Should Ericsson invest on this training?

yes 80%

Has this training changed organizational culture?

Very much Quite much Somewhat

Not at all

How much this training will support cultural growth?

43%47%

9%1%

“it is the best initiative to community based R&D yet seen at Ericsson .”

“because this is the most beautiful course ever”

“it is one of the best company trainings I have

attended ever.”

“if each of us will know better himself we work

better every days”

“the course stimulates a process of individual and team growth, to

increase self-esteem, self-efficacy and self-

determination”

“is enabler for efficient and well being work community. It might be one main differentiating thing

between Ericsson and other companies .”


• In an ever changing World it would be beneficial to assess the dominant organization’s culture to evaluate if it supports the (business) strategy

• Consider culture and mindset as a preliminary step in your (needed) transformation

• Change of culture is not limited to a small “elite” but must start from everyone in the organization.

• Emotional Learning as a tool to make effective changes to organization’s culture and mindset

Reflections

“Tell me a fact, and I will learn, tell me a truth, and I’ll believe,

but tell me a story and it will live in my heart forever”


QA

A cultural change through emotions

Leadership & Management

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