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A cultural change through emotions

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In any change, even more in a L&A one, facing the culture and the mindset is a key factor.
We share our experience in Ericsson R&D Italy (PDU Opto&Metro) about our way to address mindset leveraging on emotional learning as a tool to trigger the cultural change.
This approach starts from the deconstruction of typical thinking patterns and acting on emotions to break human resistances to change, addresses mindfulness, self-confidence, interpersonal relationships, and ability to influence the events. The result is an inner transformation of individuals into active promoters of changes, capable to exhibit their full potential.

Published in: Leadership & Management
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A cultural change through emotions

  1. 1. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 1 mini-IAD, Savona April, 16th 2016 Barbara Gentile Pamela Onesti Davide Bricoli A Cultural Change through Emotions
  2. 2. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 2 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
  3. 3. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 3 Ericsson at a glance NETWORKS Create one network for a million different needs INDUSTRIES Connecting industries for business acceleration IT Achieve business agility with Transformative IT MEDIA Delight the TV consumer every day employees worldwide 116,000 of 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
  4. 4. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 4 3 R&D Centers in Italy Genova Pisa 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
  5. 5. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 5 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
  6. 6. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 6 What Statistics Say Some 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.
  7. 7. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 7 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
  8. 8. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 8 The individual at the center
  9. 9. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 9 The individual at the center
  10. 10. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 10 What Cultural attitude we need? We need a culture based on diversity, on assertive and responsible people, able to exhibit their full potential.
  11. 11. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 11 Our Culture Learn & Growth Dare to change New Ideas Business Changes Ericsson Goals
  12. 12. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 12 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.
  13. 13. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 13 TEXT Actor protagonist living an experience Observe & Reflect to what the experience leads to Increase self-awareness Capability to decide on own attitudes * * Emotional Learning
  14. 14. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 14 Our own life and fixed thinking patterns 1 2 3 3 DAYS
  15. 15. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 15 The Individual 1
  16. 16. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 16 Being part of A community 2
  17. 17. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 17 Lead yourself and the others 3
  18. 18. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 18 Results Reaction 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 .”
  19. 19. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 19 • 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”
  20. 20. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 20
  21. 21. Cultural Change through Emotions | Ericsson Internal | © Ericsson AB 2016 | 2016-04-18 | Page 21

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