Cultural Breakthroughs: Ericsson's Transformation

爱立信 recently released a brilliant document sharing their Cultural Transformation journey.

Their approach had two standout elements that truly drove their success.

?? Creating Pull, Not Push

Instead of imposing change from the top down, Ericsson focused on creating a sense of pull among employees. They understood that true transformation is driven by intrinsic motivation and a genuine desire to be part of something exciting. Ericsson achieved this by:

1. Igniting Excitement: They created a buzz, generating a "I want to be part of that" feeling among employees. Positive word of mouth, limited availability of certain initiatives, and a "this is happening now" mindset all contributed to the pull.

2. Complementary Approach: Ericsson leveraged the Appreciative Inquiry method, which focused on positive conversations and strengths. This approach showcased a way of improving performance that went beyond fixing problems, creating an irresistible pull for employees to be involved.

?? Walking the Talk: Visible Senior Management Involvement

Senior leadership at Ericsson didn't just talk the talk; they walked the walk. They recognized the significance of their role in leading the cultural transformation and took active steps to demonstrate their commitment. Nothing less than a full commitment all the way through the end would work.

Here's how they made a difference:

1. Symbolic Significance: Executive team members actively participated in workshops alongside employees. They didn't simply show up as VIPs; they engaged as equal participants. This approach sent a powerful message of shared ownership and collaboration.

2. Amplifying Impact: To further magnify the transformation's impact, Ericsson selected young, influential, and communicative leaders to support senior executives in role-modelling the change. These leaders shared their culture change experiments and activities, energizing the movement and inspiring others to follow suit.

3. Cultural Integration: The culture work at Ericsson was integrated into the fabric of daily work. Employees were given the freedom to innovate and work closely with customers, fostering a sense of empowerment and engagement. This integration generated tremendous energy as customers were impressed, and employees felt invigorated.

The culture change process is ongoing and according to the document, the next phase is to embed the Focus Areas in the flow of work such that business benefits are evident.

I recommend reading the full document and you can access it here: https://www.dhirubhai.net/posts/ericsson_the-ericsson-cultural-transformation-journey-activity-7051494000406507520-Vxz-/?originalSubdomain=ug

I'd love to know your thoughts on Ericsson's journey and experiences of Cultural Transformation in your company.