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The Volvo Way                            Building a new vision                            and cohesive culture            ...
The challenges                       • Re-design corporate culture                       • Remove old vision and wanted   ...
Recipe for success                      “The Volvo Way shows what we stand for and                      aspire to be in th...
Shared values                      “Our culture is how we work together with                      energy, passion and resp...
Cohesive culture                      “We endeavor to create a cohesive culture                      throughout all Volvo ...
Unique for Volvo GroupSetting the direction                        “To be involved and empowered in set-                  ...
AB Volvo950, VGHQ, ChN                 The Volvo Way7 2012-03-29
Companies get lost tooAB Volvo950, VGHQ, ChN                 The Volvo Way8 2012-03-29
”We are responsible…” Robert Wood JohnsonAB Volvo950, VGHQ, ChN                       The Volvo Way9 2012-03-29
Clear and compelling                         Vision should outline:                         • Who are we? Why do we exist?...
Next generation leaders                             • Reach out to high-potentials and                               futur...
156 young leaders in seven countriesAB VolvoAA 13200, VGHQ, ChN                      The Volvo Way12 2012-03-29
Next generation leaders                             • Reach out to high-potentials and                               futur...
The green                    (r)evolution      Asia rules                    A multi-polar                                ...
Process Green (r)evolution           I     C        B   U   F   S   J                              n     h        r   S   ...
Collective learning         What we are     What we know     What we must        What we do          What we achieve      ...
Speak to power                        • Frank recommendations                        • Challenging observation            ...
Funnel for selection              Technology       Position          Offering        Employees       Society             E...
Volvo Group’s vision and mission                      The Volvo Groups vision is to become the                      world ...
Volvo Group’s vision and mission                      The Volvo Groups vision is to become the                      world ...
Post mortem                                      • How we reasoned                                      • Introducing new ...
Business critical issues                                                      Customers first – focused and distinctive   ...
Shaping another futureAB Volvo                The Volvo Way23 2012-03-29
Charlie Nordblom                      Comments, feedback and questions are                      welcome:                  ...
AB Volvo           The Volvo Way25
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Charlie nordblom

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Transcript of "Charlie nordblom"

  1. 1. The Volvo Way Building a new vision and cohesive culture Charlie Nordblom Senior Vice President Volvo Group Strategic Internal CommunicationsAB VolvoAA 13200, VGHQ, ChN The Volvo Way1 2012-03-29
  2. 2. 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 courseAB VolvoAA 13200, VGHQ, ChN The Volvo Way2 2012-03-29
  3. 3. 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.” What we stand for The Volvo WayAB VolvoAA 13200, VGHQ, ChN The Volvo Way3 2012-03-29
  4. 4. 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.” Open dialogue Way The VolvoAB VolvoAA 13200, VGHQ, ChN The Volvo Way4 2012-03-29
  5. 5. 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 cultureAB VolvoAA 13200, VGHQ, ChN The Volvo Way5 2012-03-29
  6. 6. Unique for Volvo GroupSetting the direction “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 WayAB VolvoAA 13200, VGHQ, ChN The Volvo Way6 2012-03-29
  7. 7. AB Volvo950, VGHQ, ChN The Volvo Way7 2012-03-29
  8. 8. Companies get lost tooAB Volvo950, VGHQ, ChN The Volvo Way8 2012-03-29
  9. 9. ”We are responsible…” Robert Wood JohnsonAB Volvo950, VGHQ, ChN The Volvo Way9 2012-03-29
  10. 10. 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 Vision of the futureAB VolvoAA 13200 VGHQ, ChN The Volvo Way10 2012-03-29
  11. 11. Next generation leaders • Reach out to high-potentials and future leaders • Focus on new home markets and old Future leadersAB VolvoAA 13200, VGHQ, ChN The Volvo Way11 2012-03-29
  12. 12. 156 young leaders in seven countriesAB VolvoAA 13200, VGHQ, ChN The Volvo Way12 2012-03-29
  13. 13. 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 learningAB VolvoAA 13200, VGHQ, ChN The Volvo Way13 2012-03-29
  14. 14. The green (r)evolution Asia rules A multi-polar worldAB VolvoAA 13200 VGHQ ChN The Volvo Way14
  15. 15. Process Green (r)evolution I C B U F S J n h r S r w a d i a A a e p Asian development i n z n d a a a i c e n Multi-polar world l e n • 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 teamAB VolvoAA 13200 VGHQ ChN The Volvo Way 2010-12
  16. 16. Collective learning What we are What we know What we must What we do What we achieve and want to be and understand and can do Principles Insights Rules Behavior Results Vision Values Tools SINGLE LOOP DOUBLE LOOP THIRD LOOP Inspired by: Swieringa & Wierdsma, 1992 and Looop ABAB Volvo16 The Volvo Way 2010-12
  17. 17. Speak to power • Frank recommendations • Challenging observation • Compelling conclusions • Unedited and uncensored • On the CEO’s desk within 24 hrsAB VolvoAA 13200, VGHQ, ChN The Volvo Way17 2012-03-29
  18. 18. Funnel for selection Technology Position Offering Employees Society Environment Value adds Culture Priority – unique attributes . . . . . Secondary – important but not unique . . . . . Price of entry – hygiene or standard . Key differentiators – most important . . . .AB VolvoAA 13200 VGHQ ChN The Volvo Way 2010-12
  19. 19. Volvo Group’s vision and mission The Volvo Groups 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 & missionAB VolvoAA 13200, VGHQ, ChN The Volvo Way19 2012-03-29
  20. 20. Volvo Group’s vision and mission The Volvo Groups 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.AB VolvoAA 13200, VGHQ, ChN The Volvo Way20 2012-03-29
  21. 21. Post mortem • How we reasoned • Introducing new and deleting old words • Elaborate on meaning • Most important changesAB VolvoAA 13200, VGHQ, ChN The Volvo Way21 2012-03-29
  22. 22. 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 High performing Learning – enhance sharing of best practices,Michael Beer: “High Commitment, High Performance. learning and growthHow to Build a Resilient Organization for SustainedAdvantage.” AB Volvo AA 13200, VGHQ, ChN The Volvo Way 22 2012-03-29
  23. 23. Shaping another futureAB Volvo The Volvo Way23 2012-03-29
  24. 24. Charlie Nordblom Comments, feedback and questions are welcome: charlie.nordblom@volvo.com Twitter: @Way_finder LinkedIn group: Communicative LeadershipAB VolvoAA 13200, VGHQ, ChN The Volvo Way24 2012-03-29
  25. 25. AB Volvo The Volvo Way25
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