Leadership: A Contact sport · 11/27/2017 · We’ve been at the forefront of innovation for 140 years. Get ready for the next 140. 140>> Years of innovating ahead. Ericsson Internal

Ericsson Internal | 2016-08-02 | Page 1

Leadership:

A Contact sport

Todd Ashton

Ericsson

27 November 2017


Mobile communications Digital infrastructure and IoT AI systems of the futureFirst phone call

Energy PerformanceSustainable UrbanizationDisaster Response

Accelerating achievement

of the Global Goals

INNOVATINGTECHNOLOGY FOR GOOD

Disaster Response

Energy Performance


Source: Ericsson, AD Little

80 jobsare created for every 1000

broadband connections


PIMM

Boliden, ABB, Telia,

Volvo CE, Ericsson

5GEM

SKF, Chalmers,

Vinnova Ericsson

CMA

Scania, KTH,

Ericsson

Robot Remote Operation

ABB,

Ericsson

Remote Surgery Mining & O&G Manufacturing Transportation

Robot remote

operation

Innovation IN ERICSSON


Our time together

Agenda: Outcome:

1. Discuss our current change

landscape

› Understand and agree on types

of change challenges we are

facing

2. Explore implications of our

change landscape on team

members and leaders

› Increase awareness of

importance of different attitudes

to change, and where we need

to improve

3. Discuss team building

fundamentals

› Some practical tips that you

can use in your daily lives


Change Management


PART 1-UNDERSTANDING OUR CURRENT CHANGE LANDSCAPE


Is today’s situation different from the past?

HAPPY 140TH BIRTHDAY ERICSSON!We’ve been at the forefront of innovation for 140 years. Get

ready for the next 140.

140>>Years of innovating ahead


Organization Lifecycle


Organization Lifecycle


A new normal: A VUCA world

Complex

Uncertain

Volatile

Ambiguous

Shifting nature and dynamics of change;

different change drivers, increased speed

and volatility of change

Lack of predictability, more surprises, less

awareness and understanding of issues

and events, no clear answers or outcomes

Many different interrelated forces that all

needs consideration and impacts

simultaneously, blending of issues, hard to

estimate impact

Unclear cause-and-effect relationships, risk

for misinterpretations, multiple versions of

available options. Difficult to spot best choice

Developments:

Globalization

Deregulation

Global supply

chains

Mesh of

cultures

Polarization of

beliefs

Global power

shifts

Disruptive

technologies

Increased

interdependency

Population

growth

Climate

change

Resource

shortages


VUCA implications:New ubiquity of change

Business as usual

Change projects

Business as change

projects

Business as usual


Complex Challenges:

VUCA implications:New complexity of change

Solvable Problems:

1. Can be clearly defined and cause-

and-effect can be determined.

1. Difficult to define and understand and there are

multiple internal and external causes,

interdependencies and stakeholders

2. There are a few alternative

solutions- often well-tried and

proven.

4. You know when the problem is

solved. There is a clear closure.

3. Often you can determine in

advance what approach is right

or wrong.

3. There is no best-practice – you`re

pioneering in your exclusive

circumstances.

2. Multiple solutions needed –

simultaneously from many

perspectives and places.

4. There is no point of final solution and

completion. It is continuously worked on.


Our change landscape

Source: Ralph Stacey: Strategic management and organisational dynamics: the

challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002

Close to

Agreement

Close to

CertaintyFar from

Certainty

Zone of

Complexity

Far from

Agreement

Political

Complicated

Simple &

Solvable

Edge of

Chaos

Outcomes of decision/

cause and effect

Le

ve

l o

f a

gre

em

ent

ab

ou

t is

su

e/d

ecis

ion


Close to Agreement

Close to Certain

Far from Certain

Zone of Complexity

Far from Agreement

Political

Complicated

Simple & Solvable

Edge of

Chaos

Outcomes of decision/ cause and effect

Le

ve

l o

f a

gre

em

ent

ab

ou

t is

sue

/de

cis

ion

change challenges

• Negotiate a new budget

• Who to appoint to a

particular key position

• Upgrade our current

PCs

• Grade exams • Make sure our accounting practices

meet new compliance standards

• Make industry partnerships work

• Implement a re-org

• Improve the admissions process

• Opening a new faculty

• Complete change

direction

• Fundamental

change of funding

model

• Merging two

universities


PART 2 – VUCA IMPLICATIONS: REQUIREMENTS ON MINDSETS, BEHAVIORS AND CULTURE


VUCA implications on Teams and leaders

Complex

UncertainVolatile

Ambiguous

Team members- Faster economic cycles and increased

global competition for jobs

- Continuous downsizing, re-structuring,

and cost cuttings

- Skills and competencies becoming

outdated - challenge to keep up

- Most changes outside our influence or

control

- Fuzzy boundaries between different

aspects of life

- Purpose and engagement deficiency

- High personal stress & lower levels of

wellbeing

Leaders- Ever increasing pressure to be

available 24/7 and do more with less

- Make decisions with many things not

known or clear

- Balance paradoxes and handle right

vs. right situations

- Willingness to experiment and figure

out new ways

- Need to continuously learn, develop

and re-calibrate

- Pressure to role model the right and

needed attitudes and behaviors –

even when these feel counterintuitive


“The biggest challenge facing organisational

leaders today is not to have the most clever

strategy, the best vision or the latest business

model. It is how to be skilled and capable in

sustaining oneself in a state of constant change

and no permanence”

the real challenge for leaders

Source: Björn Atterstam, Rotterdam School of Management


Having the right mindset is key to success in this new VUCA reality

Our collective mindsets shape our culture.

mindset or mind-set (mīnd′sĕt′)

1. A mental attitude or disposition that predetermines a person's

responses to and interpretations of situations.

2. An inclination or a habit.

Company ACompany B


Why mindset matters

Beliefs

and

attitudes

Behaviours &

CultureMindset

Thoughts,

emotions

and

behaviours

Results

Quality of

output and

performance

As leaders we are accountable for how we role model and

influence other with our own mindsets and behaviors.


zoning of change cultures

Closed

Not

caring

Checked

out

Passive

Blaming

Negative

Disconnected

Avoiding

Urgency

Re-

active

Stressed

Pressured

Driving

Multi-

tasking

Task focused

Forceful

Open

Curious

Trusting

Pro-active

Reflective

Positive Outcome

focused

Sharing

Accountable

Source:

Björn

Atterstam,

Rotterdam

School of

Management

Forced zone

Mastery zone

Passive zone

Lack of

accountability

Excusing


Passive-avoidant zone

What do I

think?

• This is a bit rubbish

• I don’t know why we are even doing this

• Haven’t we done this already?

• What’s the point?

• This will never work anyway

• I don’t have time!

What

do I

do?

• As little as I can get away with

• What I have always done in the same way

• Blame others

• Listen but with no real intention of

understanding

• Leave other people with a hint of passive

aggressiveness

What do I

feel?

• Demotivated

• Tired

• Like I really don’t care

• Like it doesn’t concern me

• That no ones listens to me

What do I pay

attention to?

• Signs of change failure

• Other people who are also passive/avoidant

• Communications and indications that

supports my beliefs

• Things that are immediately close to me


Forced-enforced zone

What do I

think?

What

do I

do?

What do

I feel?

What do I pay

attention to?

• I wish I didn’t have to deal with this

• I am not sure if this is going to work

• I just want this over and done with

• I have to get through this

• Why can’t I just do what I know is right

• I see why, but it will be a lot of hard work

• Work really long hours

• What I am being told to do

• Run around from meeting to meeting - being

really busy

• Try to gain control and manage the process

• Plan and try to forecast

• Reacting to what comes at me

• Fearful of the consequences of inaction and/or the results

• Disingenous I sometimes have to champion things I am

not convinced about

• Like everything is an escalation, everything is urgent

• Exhausted, questioning if it is worth it

• Switching between exhausted and energized/“revved up”

• KPIs, measurements ,control mechanisms and

tollgates

• Do things go according to plan?

• Do people do as they are told?

• Failures and mistakes – how to correct


Mastery-flow zone

What do I

think?

What

do I

do?

What do I

feel?

What do I pay

attention to?

• This is actually not surprising to me

• What is the impact I want to have here?

• How can we make the best of this difficult situation?

• What would be most helpful to the people around me?

• This is so interesting!

• I don’t have the answer to this which is fine

• Truly listen to people’s concerns

• Judge what makes sense from moment to moment

• Spend time seeing the big picture and integrating

different pieces

• Stepping in when I need to and stepping back when

that makes sense

• Set clear boundaries and trust people to deliver

• Confident, even though I am not in control

• Balanced

• Energized but calm

• That whatever happens I will be fine

• Curious about what will happen next

• Clear on what matters most

• How I show up when I am with other people –

what do I role model, what is the impact I have?

• How is my team communicating and

collaborating?

• Do we make space and time to learn from events?

• What are the successes we are having?


Success with Complexity requires the right change mindset

Close to Agreement

Close to Certainty

Far from Certainty

Zone of Complexity

Far from Agreement

Political

Complicated

Simple & Solvable

Edge of

Chaos


THE SAME

OLD

THINKING

THE SAME

OLD

RESULTS

The need for a new “change mindset”


Documents

Leadership: A Contact sport · 11/27/2017 · We’ve been at the forefront of innovation for 140 years. Get ready for the next 140. 140>> Years of innovating ahead. Ericsson Internal