Changing client inclination together with decreased go-to-market time, shows that Engineering associations crosswise over geologies need to concoct imaginative results that enhance and match up with customers' desires with each updated form. To address this "change", associations will need to re-adjust on various extents going from embracing most recent advances & approachs in item improvement cycle; leveraging their environment of accomplices, new companies & the educated community; working with their worldwide partners over the association; and dealing with the new & advancing parts.

1. LEADING THROUGH CHANGE
Maya Strelar-Migotti
VP, Head of Development unit IP and Broadband
Head of Ericsson Silicon Valley

2. Presentation overview
Ericsson at glance
The Networked Society
Leading through change
Summary and Q&A

3. Presentation overview
Ericsson at glance
The Networked Society
Leading through change
Summary and Q&A

4. Ericsson at a glance

5. Ericsson organization
114,000 employees
44%
of our employees are under
the age of 35
187
languages are spoken by
our employees
90%
of our employees believe
our core values are relevant

6. Presentation overview
Ericsson at glance
The Networked Society
Leading through change
Summary and Q&A

7. Pace of change

8. New business models
“Why shouldn’t the car be connected?
It’s the ultimate mobile device.”
Paul Mascarenas
CTO, Ford Motor Company

9. Three key shifts

10. Presentation overview
Ericsson at glance
The Networked Society
Leading through change
Summary and Q&A

11. Why market leaders fail?

12. Leadership challenge
Creativity & Exploration
 Longer term
 Flexible projects models
 Network structure
 Transparency of information
Delivery & Performance
 Short term
 Project management
 Line structure
 Information in silos
Lean and Agile
transformation
Innovation and
Change Management

13. Delivery and performance drivers
Empower people
Reduce lead time
Create more value
Build quality continuously
Radical changes needed to stay competitive

14. R&D transformation
Source: http://www.guerillaprojectmanagement.org

15. Lean & Agile transformation – example in Ericsson IP and Broadband R&D
Delivery predictability &
customer commitment
Speed
Quality
Cost
Scope-in approach
Feature decisions
Transparency of plans
Average project slippage
down from 8 to 2 weeks
Focus Areas Activities 2013 impacts
Agile teams
Continuous integration
Test automation
Improved Integration by 30%
Faster delivery to customers
Key Performance Indicators
Continuous integration
TL 9000
Customer Satisfaction Index
(best in class)
Resource strategy
Lab strategy and utilization
R&D cost decreased by 15%
IT cost decreased by 19%

16. Innovation and change management: influential factors

17. Innovation Framework – example in Ericsson IP and Broadband R&D
Innova VC Funding
Innova incubation
Innova Squad
Bring in outside perspective
Advance Adjacent Ideas into Products
Facilitate innovation to employees

18. Presentation overview
Ericsson at glance
The Networked Society
Leading through change
Summary and Q&A

19. Summary
Innovation has nothing to do with
how many R&D dollars you have.
It’s about people… and leadership…
and thinking differently
Steve Jobs

20. thankyou
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