CEB ERICCSON CASESTUDY that is highly recommended

CEN ERICCSON CASE study that is highly recommended

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OVERVIEW
When Ericsson introduced a new HR system and offshored administration as part of a larger HR transformation, it realized that
the different learning groups around the world would need to use standard global processes. Rather than pushing standard processes
from the top down, Ericsson’s L&D function collaborates with learning partners to create a set of seven standard processes.
SOLUTION HIGHLIGHTS
■■Establish a Common Method of Creating Standard Processes: Establish a common method for designing standard processes
by involving known experts and all learning partners worldwide to foster buy-in.
■■Surface Challenges Before Implementation to Make Adoption Easy: Beta-test standards to identify implementation challenges
before rolling out standard processes to make it easier for learning partners to adopt them.
■■Boost Learning Partner Confidence to Apply Standard Processes: Build learning partners’ confidence to apply standard processes
through supporting tutorials, e-learnings, process guides, and Q&A sessions.
■■Sustain Relevance to Ensure Ongoing Process Effectiveness: Ensure standard processes are not just applied but also remain
relevant by auditing learning partners to see if standard processes are still applicable or require updates.
COMPANY SNAPSHOT
Telefonaktiebolaget L. M. Ericsson
Industry: Telecommunications
2014 Sales: SEK 227.4 Billion
2014 Employees: 118,055
Headquarters: Stockholm
ERICSSON’S COLLABORATIVE GLOBAL PROCESSES

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INCONSISTENT LEARNING PROCESSES LIMIT
EFFICIENCY
Inconsistent Approaches to Learning in Different Locations Limit Efficiency
Ericsson’s central L&D
team realized that globally
dispersed learning
consultants used different
processes for creating
learning, which limited the
community’s efficiency.
Location A’s Learning Process Location B’s Learning Process
HR Transformation Initiative Uncovers
Inconsistency in Ways of Working
When Ericsson introduced a new HR
system and offshored administration
as part of a larger HR transformation,
Ericsson decided this could be done
only with the introduction of standard
global processes.
Using Inconsistent Learning Processes Leads To:
Difficulty sharing and reusing learning,
Failure to industrialize learning operations,
Poor use of learning resources,
Inconsistent quality of learning, and
Increasing cost of repeated work.
Source: Ericsson; CEB analysis.
Learning Design: We implement our learning
by using an administration
unit within our region that
sends standardized joining
instructions.
Learning Delivery:
We implement our learning by
using local administrators based
in individual countries with
joining instructions sent by our
suppliers.

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COLLABORATE ON PROCESS DESIGN AND
DEPLOYMENT
Develop Global Processes in Partnership Rather Than Setting Them from the Top Down
Rather than having the
L&D function push standard
processes from the top
down, Ericsson collaborates
with learning partners
to create a set of seven
standard processes.
■■To ensure buy-in from
learning partners on the new
standard processes, Ericsson
overcomes four common
areas of resistance.
Common Resistance from Learning
Partners on Using Standard Processes
Ericsson’s Approach to Collaboration in Design of Standard
Processes
Source: Ericsson; CEB analysis.
“We need our own local
ways of working. Global
processes will not work.”
Establish a common method for creating standard processes.
Establish a common method for designing standard
processes by involving known experts and all learning
partners worldwide to foster buy-in.
Surface challenges before implementation to make
adoption easy.
Beta-test standards to identify implementation challenges
before rolling out standard processes to make it easier for
learning partners to adopt them.
“It’s too hard
to adopt the standard
processes into my work.”
Don’t just communicate change—build confidence to ensure adoption.
Build learning partners’ confidence to apply standard processes
through supporting tutorials, e-learnings, process guides, and
Q&A sessions.
“I don’t feel
equipped to apply the
standard processes.”
Sustain relevance, not just compliance.
Ensure standard processes are not just applied but also remain
relevant by auditing learning partners to see if standard
processes are still applicable or require updates.
“The standard processes
are outdated; I can’t use
them anymore.”
Standard Learning Process Definition:
A common approach
implemented across an
organization to ensure
consistent execution of activities
related to designing, developing,
and delivering learning

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ESTABLISH COMMON METHOD OF CREATING
STANDARD PROCESSES
Key Steps and Principles to Ericsson’s Collaborative Approach
Ericsson works with learning
partners, not in isolation,
to create the standard
processes.
■■Ericsson follows three
key principles to ensure
L&D receives high-quality
contributions for the standard
processes.
Source: Ericsson; CEB analysis.
Key Principle:
Expert Lead
Key Principle:
Evidence Based
Standard Process Discussion Questions
■■Are there any activities in the draft process that need to be
added or simplified?
■■When this process works best
for you, what do you do?
■■What results have you seen?
(e.g., cost savings, improved
satisfaction)
■■How does this process
compare to other approaches?
Key Principle:
Local Fit
Step 1: Select a process owner
to create an initial draft of
standard process.
Step 2: Refine the draft
through evidence-based
discussion with a working
group of experts.
Step 3: Finalize the global
process with the learning
partner community to
ensure local fit.
Expert Identification Criteria
Source experts from inside and
outside the L&D function to
participate in the first two steps
of the crowdsourcing process
by finding individuals who:
■■Have significant experience
with the standard process,
■■Are trusted by peers for
guidance on this process, and
■■Are passionate about doing
this process well.
Standard Learning Processes Review
Please review the draft and let
us know if you require flexibility.
Sample approved reasons for
flexibility include the following:
■■Local legal regulations
■■Resource constraints
■■IT systems
■■Existing ways of working

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EXAMPLE PROCESS EXCERPT
Excerpts of Sample Process Tools and Materials
Ericsson works with high-
level process overviews and
quick guides.
Source: Ericsson; CEB analysis.
Process Overview:
Tutorials and overview
communication material
Process Charts:
Detailed step approach in
Architecture of Integrated
Information Systems (ARIS) tool
Quick Guide: Summary of process with high-
level steps

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Beta-Testing Instructions
Standard Process: Design Learning Application Exercises
Regions Selected for Beta-Testing: Region A and Region B
SURFACE CHALLENGES BEFORE IMPLEMENTATION
TO MAKE ADOPTION EASY
Beta-Test Standard Processes to Identify Adoption Challenges Before, Not After, Implementation
Ericsson ensures learning
partners can easily adopt
standard processes
by surfacing adoption
challenges before
implementation, not after.
■■Ericsson beta-tests standards
in locations where it expects
challenges to ensure discovery
of all potential adoption
challenges.
■■To ensure consistent testing,
Ericsson asks learning partners
beta-testing the standards to
pay special attention to four
common adoption challenges.
Source: Ericsson; CEB analysis.
Beta-Test Where Challenges Are
Expected
To ensure standard adoption in all
locations, Ericsson beta-tests standard
processes in business units where it
expects challenges.
Surfaced Challenges Shared with Working Group
If challenges arise during beta testing,
the feedback goes to the working
group to decide whether the process
needs to change or if flexibility is
needed for only that region, saving
time and effort post-implementation.
Standard Process Adoption Test Sheet
Instructions: When testing this standard process, please test the
following common challenges to adoption:
■■Resources—Are there any resource challenges that hinder your ability
to use the new standard process?
■■IT Systems—Are there any technology systems that make it harder
to use the new standard process?
■■Existing Processes—Are there any existing work processes that
prevent adoption of this standard process?
■■New Standard Process—Does the new standard process itself not
work well? Why?

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Confidence Barrier 2:
Fear of Employee and
Manager Pushback
Confidence Barrier 1:
Poor Understanding of
New Processes
Confidence Barrier 3:
Discomfort Explaining
the Process to Employees
and Managers
BOOST LEARNING PARTNER CONFIDENCE TO APPLY STANDARD PROCESSES
Common Confidence Barriers That Prevent Learning Partners from Using New Processes
Rather than just
communicating the new
standard processes to
learning partners, L&D
boosts their confidence
to ensure application back
on the job.
■■By building their confidence,
L&D can ensure learning
partners feel comfortable
using the standard processes.
Source: Ericsson; CEB analysis.
Building Blocks to Learning Partner Confidence
Building Block: Prepare Learning Partners
for Stakeholder Interactions
Prepare learning partners for
line interactions by providing
standard process guides that
learning partners can share with
employees and managers.
Building Block: Introduce Standards to Skeptical
Stakeholders
L&D communicates and resets
line manager expectations
around the new standard
processes to deal with the
brunt of employee and manager
pushback.
Building Block:
Build Knowledge
L&D builds learning partner
knowledge around how to
apply the standard processes
and provides them with tools
(program guides, e-learnings, and
Q&A sessions).

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Global Process Review
Design Learning Application Exercises Process
■■Are you currently following all of the activities within the standard process?
■■If yes, are there any activities within the standard process that you struggle to accomplish?
■■Have you noticed any particular challenges with implementing the standard process?
■■If no, why not? Do we need to simplify and reduce the number of rules within this standard process?
SUSTAIN RELEVANCE TO ENSURE ONGOING
PROCESS EFFECTIVENESS
Sustain Relevance to Go Beyond Standard Process Compliance
Ericsson sustains standard
process relevance by not
only ensuring learning
partner compliance but also
overall process applicability.
■■L&D audits learning partners
to identify whether standard
processes are still relevant and
pinpoints how they might need
to change.
■■Audit results are then sent
to each process owner and
working group to decide if the
process needs to be changed
or simplified.
Source: Ericsson; CEB analysis.
Determine If Standard Process Update Is Needed Audit results are sent to the process owner and working group to decide if the process needs to be changed
or simplified.
If Standard Process Needs to Be Updated:
The process owner and working group revise the
process with the same collaborative method used
for creating new standard processes.
If Standard Process Does Not Need to Be Updated: No Change

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NEW STANDARD PROCESSES INCREASE
SHARING ACROSS LEARNING COMMUNITY
New standard processes
have increased the sharing
of best practices across the
learning community.
Source: Ericsson; CEB L&D 2015 Team Leader Survey.
Higher Levels of Sharing Ideas Across the Organization
Indexed
“Since implementing our standard processes, we have been able
to work more efficiently across our global organization. The
processes have helped us reduce our spend, standardize our
ways of working, and increase reuse in planning, designing, and
implementing Ericsson learning solutions.”
Peter Sheppard
Global Head of Learning Excellence
Average
Organization
Ericsson
55%
75%
∆ = 20%