Change, strategy execution & op excellence

Survey on change, strategy execution & operational excellence

Welcome to the anonymous survey on change, strategy execution & operational excellence at Ericsson.

Please find a description of activities to be used during the survey attached in the survey email. We advise that you print this out as supporting material when filling out the survey.

The survey is estimated to take 10-15 minutes to complete. It is not possible to save the survey and continue at another time, so please set aside enough time. Also note that it is not possible to “go back” in the survey. Please contact [email protected] if you have any questions or experience problems in completing the survey.

Please note that the deadline for the survey is Tuesday, April 30 at 13.00 CET.

Please join us on this journey of building world-class change, strategy execution and operational excellence capabilities.

Best Regards,

Petter Järtby, Head of Common Functions & CIO, GFFI
Mikael Bäck, Head of Strategy, GFS
Patrick Johansson, Head of Finance, BNET
Graham Osborne, Head of DU Radio, BNET
Orvar Hurtig, Head of Service Delivery & Operations, BUGS
Anna Wijkander, Head of Finance, BUSS
Per Löfgren, Head of Finance, RNAM
Jurgen Arts, Head of Finance, RLAM
Niclas Jalvinger, Head of Business Operations, RNEA
Anders Henriksson, Head of Planning & Strategy Execution, Common Functions, GFFI
Rickard Wieselfors, Head of Group Strategy Execution, GF Strategy

PERSONAL & ORGANIZATIONAL DATA

If you are unsure of any of these questions, please paste the data about yourself directly from People Finder (http://gp.internal.ericsson.com/).

If you are on an LTA (long-term assignment) provide answers based on your current unit. If you are on an STA (short-term assignment) provide answers based on your home/sending unit.

* Which is your Functional Area?

* Which is your Job Role? (Please use People Finder if you don't know http://gp.internal.ericsson.com)

What is your Position Name?

* What Region / BU / GF do you belong to?

* What 2nd level organizational unit do you belong to (level below Region / BU / GF)?

GFFI Common Functions

GFFI Corporate Audit

GFFI Customer and Trade Finance

GFFI Financial Control

GFFI Group Security

GFFI HR Finance

GFFI Treasury

Other

* What 2nd level organizational unit do you belong to (level below Region / BU / GF)?

What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

* What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

* What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

What 3rd level organizational unit do you belong to (level below sub-unit of Region / BU / GF, e.g. BNET Supply Customer Logistics)?

Please click "Continue" if you cannot state your 3rd level unit without risking anonymity.

*

Where are you mainly located?

* Do you work full time or part time (according to your employment contract)?

* Which is your educational level?

* For how long have you been working for Ericsson (including acquired/partner companies)?

* For how long have you been in your current Position (total time)?

* Do you have a managerial position, i.e. do you have direct reports?

* How many persons are reporting to you directly or indirectly through your direct reports (i.e. your total organization)?

ACTIVITIES AND TIME SPENT

For the following questions, please use the separate pdf with description of activities. It was attached in the survey email. We advise that you print this out as supporting material when responding to these questions.

Please read all available options carefully before answering this question as your answer will affect the following questions in the survey.

* Looking back at the past 12 months, which of the following activity groups did you spend more than 10% of your time on (equivalent to 20 working-days/year or 4h per working-week)?

* Looking back at the past 12 months, how did you distribute your total time between your selected activity groups? Please approximate your answer and round off to the nearest 10%.

Values must add up to 100

* Looking back at the past 12 months, of your time spent on Change & Improvement, how did you distribute your time between these activities and others? Please approximate your answer and round off to the nearest 10%.

*NOTE: improvement initiatives refer to any change project not specified in the organization’s strategic plan (e.g. “vital few” in Region / BU growth plan)

Plan and drive an improvement initiative*													%

Manage and follow up a group of improvement initiatives*, i.e. “Project Office” for change initiatives													%

Drive and support process improvements or process management													%

Drive and support methods & tools improvements or methods & tools management													%

Act as expert in change & improvement (e.g. change processes, Six Sigma training etc.)													%

Other (please only use this if the above list doesn't cover what you did)													%

0

Values must add up to 100

If you spent time on other Change & Improvement activities, please briefly describe what they were.

*

Looking back at the past 12 months, of your time spent on Compliance & documentation, how did you distribute your time between these activities and others? Please approximate your answer and round off to the nearest 10%.

Drive compliance to directives and group requirements through audits and assessments													%

Drive integration of new directives and group requirements in the organization													%

Support external assessments (e.g. external audits)													%

Establish remediation/improvement plans to address gaps detected in assessments													%

Drive implementation of e.g. ISO 9000 – quality management, ISO 14000 – environmental management, SOX – financial information, OHS – Occupational Health and Safety etc.													%

Update intranet, Ericoll, web, and manage documentation													%

Other (please only use this if the above list doesn't cover what you did)													%

0

Values must add up to 100

If you spent time on other Compliance & documentation activities, please briefly describe what they were.

*

Looking back at the past 12 months, of your time spent on Operational performance, how did you distribute your time between these activities and others? Please approximate your answer and round off to the nearest 10%.

Drive, set targets, and follow up Balanced Scorecard (BSC)													%

Drive operational target setting (excluding BSC-related work)													%

Follow up operational performance (excluding BSC-related work)													%

Analyze failed customer projects and/or customer feedback													%

Develop prioritized dashboards													%

Other (please only use this if the above list doesn't cover what you did)													%

0

Values must add up to 100

If you spent time on other Operational performance activities, please briefly describe what they were.

*

Looking back at the past 12 months, of your time spent on Strategy execution, how did you distribute your time between these activities and others? Please approximate your answer and round off to the nearest 10%.

*NOTE: strategic initiatives/programs refer to those defined in the organization’s strategic plan, e.g. the “vital few” in the Region / BU growth plan

Align and prioritize strategic initiatives/programs*													%

Establish and drive cross-unit strategic initiatives/programs*													%

Cross-program governance of strategic initiatives/programs* (including financial follow up)													%

Support post-merger integration													%

Other (please only use this if the above list doesn't cover what you did)													%

0

Values must add up to 100

If you spent time on other Strategy execution activities, please briefly describe what they were.

Please click "Continue"

ACTIVITIES AND IMPORTANCE

* Which activity groups do you think Ericsson should spend MORE time on as a company? Please select up to 3 activity groups.

* In what order would you rank the activity groups Ericsson should spend MORE time on? 1 indicates the activity group that should get the most time.

Administration (perform admin for self or others)
Change & improvement (drive initiatives in e.g. organization, processes, methods and tools)
Commercial management (perform pricing; define commercials; advise on T&Cs etc.)
Compliance & documentation (drive compliance to directives and e.g. ISO; drive assessments)
Finance (provide pro-active finance support; analyze financial results)
HR&O activities (perform recruiting, performance mgmt support, union mgmt etc.)
IT management (advise in IT requirement specification; monitor IT in line with units’ needs)
General managerial responsibilities (performance management; target & budget setting)
Product & technology development (develop products; work with technology leadership)
Product management (provide detailed product/solution knowledge and sales support)
Operational performance (drive operational target setting and follow up, e.g. drive BSC)
Sales & sales support (support relationship & specialist sales; be involved in sales process)
Service delivery (contribute to contract execution; provide technical service & support)
Sourcing activities (negotiate with suppliers; perform category management etc.)
Strategy development (drive strategy development; prepare resolution of strategic issues)
Strategy execution (drive initiatives in BU / Region strategic plan - e.g. “vital few” in growth plan)
Supply & logistics (supply chain management incl. manufacturing)
Other

* Which activity groups do you think Ericsson should spend LESS time on as a company? Please select up to 3 activity groups.

* In what order would you rank the activity groups Ericsson should spend LESS time on? 1 indicates the activity group that should get the least time.

Administration (perform admin for self or others)
Change & improvement (drive initiatives in e.g. organization, processes, methods and tools)
Commercial management (perform pricing; define commercials; advise on T&Cs etc.)
Compliance & documentation (drive compliance to directives and e.g. ISO; drive assessments)
Finance (provide pro-active finance support; analyze financial results)
HR&O activities (perform recruiting, performance mgmt support, union mgmt etc.)
IT management (advise in IT requirement specification; monitor IT in line with units’ needs)
General managerial responsibilities (performance management; target & budget setting)
Product & technology development (develop products; work with technology leadership)
Product management (provide detailed product/solution knowledge and sales support)
Operational performance (drive operational target setting and follow up, e.g. drive BSC)
Sales & sales support (support relationship & specialist sales; be involved in sales process)
Service delivery (contribute to contract execution; provide technical service & support)
Sourcing activities (negotiate with suppliers; perform category management etc.)
Strategy development (drive strategy development; prepare resolution of strategic issues)
Strategy execution (drive initiatives in BU / Region strategic plan - e.g. “vital few” in growth plan)
Supply & logistics (supply chain management incl. manufacturing)
Other

BUSINESS IMPACT

* How successful do you think we are in driving change globally at Ericsson?

4. Very successful

3. Somewhat successful

2. Somewhat unsuccessful

1. Very unsuccessful

When you look back at the past 12 months, is it possible for you to quantify the impact your activities had/will have on Ericsson’s financial results?

Yes

Please briefly describe how you would quantify the impact your activities had/will have on Ericsson’s financial results.

CONCLUSION

Please enter any overall comments you may have regarding change, strategy execution and operational excellence.

*

What did you think about this survey?

4. Very good

3. Good

2. Somewhat poor

1. Very poor

Please enter any other comments you may have regarding this survey.

Please note that it is not possible to go back in this survey