Strategy & LeadershipBoardroom RelationshipsWhy Ericsson is developing leaders in Africa

Why Ericsson is developing leaders in Africa

Ericsson believes its senior leadership summits to Africa have impacted 3,000 people across the organisation and seen a boost in employee engagement.

The technology company has sent 150 senior leaders to participate first-hand in the organisation’s Global Perspectives initiative.

It partners senior executives to work closely with leaders of non-governmental organisations in Tanzania for ten days – including staying with local people.

Speaking at the HR Directors Business Summit, Ericsson vice president and head of talent management Selina Millstam explained why the organisation valued the process so highly.

“At Ericsson we talk about complete leaders. We hire really smart people, but that’s not enough. We also say you have to use your guts, which is taking risks. And it’s about heart, which is emotional intelligence,” she said.

Why building a solid corporate culture should be a HR priority

 

Following the trip to Tanzania, Ericsson’s leaders present directly to the CEO, floating ideas on how to bring their learnings into strategic decision-making, execution and designed thinking.

A safari, for example, becomes an opportunity to think about how ecosystems function; emerging executives are asked to consider how they can work together to preserve something larger than themselves.

As a result, Millstam estimated that nearly 3,000 Ericsson employees had been impacted by the initiative, due largely to returning leaders being encouraged to share their takeaways with their teams and open dialogues. Participants also apply their learning to wider organisational issues.

“While we think that purpose is deeply personal, we also have the sense that it’s social; there has to be something about improving the lives of others in a purpose.

“This is around getting cross functional leaders, who already have a strong performance record and potential, to say: How do we solve some of the critical issues in our organisation?” she added.

Ram Charan: This is an era for HR

 

Comments are closed.

Related Articles

Lynda Gratton: It's important to stand up to the CEO

Boardroom Relationships Lynda Gratton: It's important to stand up to the CEO

2y HRD Connect
Lynda Gratton: It's important to stand up to the CEO

Boardroom Relationships Lynda Gratton: It's important to stand up to the CEO

2y HRD Connect
Tammy Erickson: HR must lead in creating new organisations

Boardroom Relationships Tammy Erickson: HR must lead in creating new organisations

2y HRD Connect
How and why Shell recalibrated its leadership development

Boardroom Relationships How and why Shell recalibrated its leadership development

2y Owain Thomas
Marshall Goldsmith’s 12 point plan to boosting your engagement and performance

Boardroom Relationships Marshall Goldsmith’s 12 point plan to boosting your engagement and performance

2y Owain Thomas
Marshall Goldsmith: HR must look beyond compliance

Boardroom Relationships Marshall Goldsmith: HR must look beyond compliance

2y Owain Thomas
Howard Webb: Leaders must not be ‘anonymously competent’

Boardroom Relationships Howard Webb: Leaders must not be ‘anonymously competent’

2y Owain Thomas
Five steps that turned around a ‘not fit for purpose’ culture

Boardroom Relationships Five steps that turned around a ‘not fit for purpose’ culture

2y Lucinda Beeman