Charlie nordblom

AB Volvo The Volvo WayAA 13200, VGHQ, ChN

1 2012-03-29

Building a new vision and cohesive culture

Charlie NordblomSenior Vice President Volvo GroupStrategic Internal Communications

The Volvo Way


2 2012-03-29

The challenges

• Re-design corporate culture

• Remove old vision and wanted

position

• Take “Volvo Way” approach when

designing new vision & mission

• Prepare transition for new CEO

Charting the course


3 2012-03-29

Recipe for success

“The Volvo Way shows what we stand for and

aspire to be in the future. It lays the foundation

for developing the Volvo Group into the world’s

leading provider of commercial transport

solutions. It is a recipe for success in which we

strongly believe. It expresses the culture,

behaviors and values shared across the Volvo

Group.”

The Volvo Way

What we stand for


4 2012-03-29

Shared values

“Our culture is how we work together with

energy, passion and respect for the individual.

It is about involvement, open dialogue and

feedback. It is about teamwork, diversity, and

leadership. It is how we build trust, focus on

customers and drive change.”

The Volvo WayOpen dialogue


5 2012-03-29

Cohesive culture

“We endeavor to create a cohesive culture

throughout all Volvo Group companies. This

is a culture of enablement, based on global

principles and shared values outlined in The

Volvo Way. Active development towards

realizing The Volvo Way spirit and culture is

the backbone of all operations.”

The Volvo Way

Cohesive culture


6 2012-03-29

Unique for Volvo Group

“To be involved and empowered in set-

ting the direction means that we take

individual responsibility and ownership

for decisions. This employee engagement

results in a strong sense of commitment

to meet agreed objectives and goals. All

of us feel accountable for driving change

and building the future. Only engaged

employees can deliver excellence.”

The Volvo Way

Setting the direction

AB Volvo The Volvo Way950, VGHQ, ChN

7 2012-03-29

AB Volvo The Volvo Way

Companies get lost too

950, VGHQ, ChN

8 2012-03-29

AB Volvo The Volvo Way950, VGHQ, ChN

9 2012-03-29

”We are responsible…”

Robert Wood Johnson


Clear and compelling

Vision should outline:

• Who are we? Why do we exist?

• What do we want to become?

• What is unique about our way of

doing things?

• Review mission statement

• Validate draft wanted position

AA 13200 VGHQ, ChN

10 2012-03-29

Vision of the future


Next generation leaders

• Reach out to high-potentials and

future leaders

• Focus on new home markets and

old

AA 13200, VGHQ, ChN

11 2012-03-29

Future leaders


156 young leaders in seven countries

AA 13200, VGHQ, ChN

12 2012-03-29


Next generation leaders

• Reach out to high-potentials and

future leaders

• Focus on new home markets and

old

• Discovery journey based on

three future scenarios

• Collective learning

AA 13200, VGHQ, ChN

13 2012-03-29

AB Volvo The Volvo WayAA 13200 VGHQ ChN

14

Asia rules A multi-polar world

The green (r)evolution


2010-12

Process

Green (r)evolution

Asian development

Multi-polar world

India

Sweden

France

USA

Brazil

China

Japan

• Create and capture different keywords

• Select most important within your scenario

• Craft vision sentence with most important keywords

• Relay of previous vision sentence to next team

AB Volvo The Volvo Way16

2010-12

SINGLE LOOP

DOUBLE LOOP

THIRD LOOP

PrinciplesVision

What we are

and want to be

Results

What we achieve

RulesTools

What we must

and can do

InsightsValues

What we know

and understand

Behavior

What we do

Inspired by: Swieringa & Wierdsma, 1992 and Looop AB

Collective learning


Speak to power

AA 13200, VGHQ, ChN

17 2012-03-29

• Frank recommendations

• Challenging observation

• Compelling conclusions

• Unedited and uncensored

• On the CEO’s desk within 24 hrs


2010-12

. . . . .

. . . . .

. . . . .

Technology

Environment

Position Offering

Value adds

Employees

Culture

Society

Priority – unique attributes

Key differentiators – most important

Secondary – important but not unique

Price of entry – hygiene or standard

Funnel for selection


Volvo Group’s vision and mission

AA 13200, VGHQ, ChN

19 2012-03-29

The Volvo Group's vision is to become the world leader in sustainable transport solutions by:

• creating value for customers in selected segments

• pioneering products and services for the transport and infrastructure industries

• driving quality, safety and environmental care

• working with energy, passion and respect for the individual.

New vision & mission


Volvo Group’s vision and mission

AA 13200, VGHQ, ChN

20 2012-03-29

The Volvo Group's vision is to become the world leader in sustainable transport solutions by:

• creating value for customers in selected segments

• pioneering products and services for the transport and infrastructure industries

• driving quality, safety and environmental care

• working with energy, passion and respect for the individual.


Post mortem

• How we reasoned

• Introducing new and

deleting old words

• Elaborate on

meaning

• Most important

changes

AA 13200, VGHQ, ChN

21 2012-03-29


22 2012-03-29

Business critical issues

Customers first – focused and distinctive

strategy for delivering value to targeted

customer segments

Organizational fit – egalitarian culture based

on mutual respect; designed to drive change,

innovation and execution

People alignment – developing engagement,

trust and commitment to goals, values and

strategy

Leadership - develop global leadership and

teamwork, and leverage diversity

Learning – enhance sharing of best practices,

learning and growth Michael Beer: “High Commitment, High Performance.

How to Build a Resilient Organization for Sustained

Advantage.”

High performing


23 2012-03-29

Shaping another future


Charlie Nordblom

AA 13200, VGHQ, ChN

24 2012-03-29

Comments, feedback and questions are

welcome:

[email protected]

Twitter: @Way_finder

LinkedIn group:

Communicative Leadership


25

Charlie nordblom

Business

Transcript of Charlie nordblom