Slide subtitle
How do we getSpeed, Innovation & Engagement?
A Leadership Journey
Lean Forum Visit to EricssonOctober 20, 2016@erik_schon
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 2 (26)
PLANSACTIONS
RESULTS
Why can’t weplan better?
Why wasn’t the plan followed?
Why didn’tthe plan work?
Questions
Stephen Bungay: “The Art of Action” (2010)
@cyetain
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 3 (26)
Erik Schön
@erik_schon
Co-creator of conditions where
people, teams and organizations
grow @ericsson
SERVING ~300 people in cross-functional teams
in Product Development Group Radio Base Stations
Product Development Unit 2G & 3G Radio Access
Development Unit Network Products
Business Unit Network Products
Ericsson in Stockholm, Sweden
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 4 (26)
Ericsson 3G: Facts & Figures
>40% Of all 3G trafficin Ericsson networks
10 R&D sites
1 800 people
#1 Mobile 3Gnetworks
100 Teams
265 networks
Ericsson’s Vision: a #NetworkedSociety where every person and
every industry is empowered to reach their full potential
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 5 (26)
PLANSACTIONS
RESULTS
Why can’t weplan better?
Why wasn’t the plan followed?
Why didn’tthe plan work?
Answer
VUCA
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 6 (26)
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 7 (26)
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 8 (26)
Volatile Uncertain
Complex Ambiguous
We Live in a VUCA world …How do We survive & Thrive?
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 9 (26)
PLANSACTIONS
RESULTS
Change theactions & decisions
So, What if You don’t get what you wanted?
Change the plans
VUCA
Create alignmenton wanted results
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 10 (26)
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 11 (26)
PLANSACTIONS
RESULTS
Createalignment on intent:WHAT & WHY
How do you get speed?
Give autonomy on HOW to act & decidewithin boundaries and in line with intent
Give autonomy to adjust HOW in line with intent
VUCA
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 12 (26)
PLANSACTIONS
RESULTS
Createalignment on intent:WHAT & WHY
We get Speed, innovation and engagement!
Give autonomy on HOW to act & decidewithin boundaries and in line with intent
Give autonomy to adjust HOW in line with intent
VUCA
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 13 (26)
› Autonomy, Mastery, Purpose
motivates us [Pink],
Autonomy = HOW,
Purpose = WHAT & WHY
› Making progress in meaningful
work ignites joy, engagement
and creativity [Amabile]
Meaningful work =
WHAT & WHY.
Faster progress thanks tohigher
speed
→ more joy & engagement!
› Motivation - nonsense. All that
people need to know is why
their work is important.
[Deming] =
WHAT & WHY
› When people truly understand
WHAT & WHY and are given
autonomy to figure out HOW,
they will surprise you with their
ingenuity in figuring out
solutions [Bungay]
= delivering value from ideas
= innovations.
› Making progress in meaningful
work ignites joy, engagement
and creativity. [Amabile]
Meaningful work =
WHAT & WHY.
Creativity → ideas →
value from ideas = Innovation
› Avoiding searching for more
information in order to make the
perfect plan, potentially ending
up in analysis paralysis, instead
focus more on the WHAT&
WHY
› Avoiding specifying too many
details in the plan, instead
giving people, teams or
organizations freedom within
boundaries and in line with
intent to figure out HOW
› Avoiding too tight control,
follow-up and reporting of
metrics
› Encouraging initiative: when
you know WHAT&WHY, you
can quickly figure out what to
do when the situation changes
without going up and down the
chain of command asking for
permission and directives
[Bungay]
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 14 (26)
High
Alignment
High Autonomy
Build a
bridge!
We need to
cross the
river
Figure out
how!
We need to cross
the river to reach
our destination
Low
Alignment
Low Autonomy
Hope someone is
working on the
river problem …
ALIGNED
AUTONOMY!
Stephen Bungay: “The Art of Action” (2010)
@henrikkniberg
Intent
What & Why
Actions
How
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 15 (26)
Give autonomy on HOW to act & decide within boundaries and in line with intent
Experiment: Improved Leadership
Give autonomy to adjust HOW in line with intent
VUCA
Interactive seminarson alignment for autonomy
Defining Agile/Lean line manager role: teaching, coaching, challengingBoundaries/Constraints: Ericsson Leadership Framework
Coaching training,coaching networks,Community of Practice for Managers
Create alignment on intent:WHAT & WHY
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 16 (26)
Experiment result:
PersonalGrowthAs a person,
I want to act in an environment,
so that I can reach my full potential
We TEACH, COACH and CHALLENGE
PersonalGrowthAs a person,
I want to act in an environment,
so that I can reach my full potential
We develop ORGANIZATIONS
PersonalGrowthAs a person,
I want to act in an environment,
so that I can reach my full potential
We develop TEAMS
We develop INDIVIDUALS
The Line Manager in Lean/Agile
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 17 (26)
Give autonomy on HOW to act & decide within boundaries and in line with intent
Experiment: Cross-functional teams
Give autonomy to adjust HOW in line with intent
VUCA
High-performing teamsto outlearn competition
Learning Days, Communities of Practices, Extreme Programming practices, …Boundaries/Constraints: Start with Scrum or Kanban, use GIT, 30% learning
Team retrospectivesevery sprint, …
Create alignment on intent:WHAT & WHY
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 18 (26)
FLEXIBILITY: Teams dare to go into
new areas, products and technologies
and get up to speed within 1-3 months!
Experiment resultFlexible, Confident and Innovative Teams
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 19 (26)
Give autonomy on HOW to act & decide within boundaries and in line with intent
Experiment: Strategy and Execution
Give autonomy to adjust HOW in line with intent
VUCA
Dialogue around strategy with everyonein interactive workshops
Quarterly ChallengeBoundaries/Constraints: Impact whole organization, based on strategy & needs
Quarterly strategy retrospectiveswith everyone
Create alignment on intent:WHAT & WHY
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 20 (26)
Every sprint deployed to live networks
with added customer value and higher quality
Experiment resultProduct Development Unit Quarterly Challenge
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 21 (26)
Overall results2010-2015
X4
1/2
X10
75% Employee motivation: 67 → 72%
Faults at customers: 250 → 40 per month
Feature lead-time: 100 → 36 weeks
Value throughput: ~4
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 22 (26)
Give autonomy on HOW to act & decide within boundaries and in line with intent
How could you use thisin your daily work?
Create alignment on intent:WHAT & WHY
Give autonomy to adjust HOW in line with intent
Discuss in pairs for 2 minutes
VUCA
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 23 (26)
Spotify’s Engineering
Culture – Part 1L. David Marquet: "Greatness"
Reinertsen & Associates: Decentralizing Control -
How Aligned Initiative Overcomes Uncertainty
Chet Richards: Amazing. We did it all by ourselves! (And so can you.)
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 24 (26)
Too many organizations
are trying to control the waves
instead of learning how to surf.
Mary Poppendieck
paraphrasing Allen Ward
How Do We Get Speed, Innovation & Engagement - A Leadership Journey | @erik_schon | @ericsson | 2016-10-20 | Page 25 (26)
Q&A
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