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Harvard Case - Reinventing Ericsson

"Reinventing Ericsson" Harvard business case study is written by Das Narayandas, Daniela Beyersdorfer. It deals with the challenges in the field of Organizational Behavior. The case study is 28 page(s) long and it was first published on : Jun 29, 2007

At Fern Fort University, we recommend a multi-pronged approach for Ericsson to revitalize its business and regain its position as a global leader in the telecommunications industry. This strategy focuses on driving innovation, fostering a culture of agility, and leveraging its global reach to capitalize on emerging opportunities.

2. Background

The case study 'Reinventing Ericsson' highlights the challenges faced by the company in the early 2000s. Ericsson, once a dominant player in the telecommunications market, was struggling to adapt to the rapidly changing landscape, facing stiff competition from new players like Huawei and Nokia Siemens Networks. The company was burdened by an inflexible organizational structure, a lack of innovation, and a declining market share.

The main protagonists in the case are:

  • Carl-Henric Svanberg: The CEO of Ericsson, who inherited a company in need of a significant overhaul.
  • Hans Vestberg: The head of the Networks division, who was tasked with leading the company's turnaround efforts.
  • The Ericsson leadership team: A group of executives who were tasked with implementing the necessary changes to revive the company's fortunes.

3. Analysis of the Case Study

Strategic Analysis (Porter's Five Forces):

  • Threat of new entrants: High due to the increasing presence of new players like Huawei and Nokia Siemens Networks.
  • Bargaining power of buyers: High due to the consolidation of the telecommunications industry and the increasing power of large operators.
  • Bargaining power of suppliers: Moderate, as Ericsson relies on a diverse range of suppliers for components and services.
  • Threat of substitute products: Moderate, as alternative technologies like Wi-Fi and satellite communication are emerging.
  • Competitive rivalry: High, with intense competition from established players and new entrants.

Organizational Analysis (Organizational Culture and Structure):

  • Organizational Culture: Ericsson's culture was characterized by a strong emphasis on hierarchy, slow decision-making, and a lack of risk-taking. This culture was not conducive to innovation and agility, hindering the company's ability to adapt to the changing market.
  • Organizational Structure: The company's hierarchical structure, with multiple layers of management, created silos and slowed down decision-making. This structure also hindered cross-functional collaboration, which was essential for developing innovative solutions.

Leadership Analysis:

  • Leadership Styles: The case highlights the need for transformational leadership to inspire and motivate employees to embrace change.
  • Leadership Qualities: The new leadership team needed to demonstrate strong communication skills, a clear vision for the future, and the ability to build trust and commitment within the organization.

Financial Analysis:

  • Declining Market Share: Ericsson's market share was declining due to competition and its inability to adapt to new technologies.
  • Profitability Challenges: The company was facing profitability challenges due to increasing costs and declining revenue.

4. Recommendations

To address these challenges, Ericsson should implement the following recommendations:

1. Drive Innovation and Agility:

  • Establish Innovation Centers: Create dedicated innovation centers to foster a culture of experimentation and rapid prototyping.
  • Embrace Agile Development: Implement agile methodologies across all departments to accelerate product development cycles and adapt to changing market demands.
  • Invest in Emerging Technologies: Focus on research and development in areas like 5G, cloud computing, and artificial intelligence to stay ahead of the competition.
  • Promote a Culture of Risk-Taking: Encourage employees to take calculated risks and experiment with new ideas, fostering a culture of innovation and continuous improvement.

2. Foster a High-Performance Culture:

  • Empower Employees: Decentralize decision-making and empower employees to take ownership of their work, promoting a sense of autonomy and responsibility.
  • Invest in Talent Development: Implement comprehensive training programs to develop employees' skills and prepare them for future roles.
  • Promote Diversity and Inclusion: Create a diverse and inclusive workplace that values different perspectives and fosters a sense of belonging.
  • Implement Performance Management Systems: Implement robust performance management systems to track progress, provide feedback, and reward high performers.

3. Leverage Global Reach:

  • Expand into Emerging Markets: Capitalize on the growth potential of emerging markets by investing in infrastructure and building strategic partnerships.
  • Develop Cross-Cultural Business Relationships: Foster strong relationships with customers and partners across different cultures, ensuring effective communication and collaboration.
  • Adapt Products and Services: Tailor products and services to meet the specific needs of different markets, leveraging local expertise and insights.

4. Strengthen Corporate Strategy:

  • Define a Clear Vision: Develop a clear and compelling vision for the future that inspires employees and guides strategic decision-making.
  • Align Strategy with Operations: Ensure that the company's strategy is aligned with its operational capabilities and resources.
  • Monitor and Evaluate Performance: Regularly monitor and evaluate the effectiveness of the strategy and make necessary adjustments to ensure alignment with changing market conditions.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies: Ericsson's core competencies lie in its deep technical expertise, global reach, and strong customer relationships. These recommendations leverage these strengths to drive innovation and growth.
  • External Customers and Internal Clients: The recommendations focus on meeting the evolving needs of external customers, while also empowering internal clients to contribute to the company's success.
  • Competitors: The recommendations address the competitive threats posed by new entrants and established players by focusing on innovation, agility, and global expansion.
  • Attractiveness: The recommendations are expected to improve Ericsson's financial performance by driving revenue growth, increasing market share, and enhancing profitability.

6. Conclusion

By implementing these recommendations, Ericsson can revitalize its business, regain its position as a leader in the telecommunications industry, and achieve sustainable growth. This approach requires a commitment to innovation, a focus on building a high-performance culture, and a strategic approach to leveraging the company's global reach.

7. Discussion

Alternatives:

  • Focusing solely on cost reduction: While cost reduction measures can help improve short-term profitability, they are not a sustainable long-term solution.
  • Acquiring smaller companies: Acquisitions can be a way to gain access to new technologies or markets, but they also carry risks and require careful integration.

Risks:

  • Resistance to change: Employees may resist change, particularly in a company with a strong hierarchical culture.
  • Execution challenges: Implementing these recommendations requires strong leadership, effective communication, and careful planning.
  • Unforeseen market shifts: The telecommunications industry is constantly evolving, and unforeseen shifts could impact the effectiveness of the strategy.

Key Assumptions:

  • The leadership team is committed to implementing the recommendations.
  • Employees are willing to embrace change and adapt to new ways of working.
  • The telecommunications industry will continue to grow and offer opportunities for innovation.

8. Next Steps

  • Develop a detailed implementation plan: This plan should include timelines, milestones, and resource allocation.
  • Communicate the strategy to employees: Clear and consistent communication is essential to build buy-in and support for the change.
  • Monitor progress and make adjustments: Regularly monitor the progress of the implementation and make necessary adjustments to ensure the strategy remains on track.

By taking decisive action and embracing a culture of innovation and agility, Ericsson can overcome its current challenges and emerge as a stronger and more competitive player in the global telecommunications market.

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Case Description

Carl-Henric Svanberg, CEO of the Swedish telecom infrastructure company Ericsson, has to reorganize the recovering company in late 2003 after a major industry downturn. He is convinced that only a more market-orientated and customer-focused organization will be able to remain competitive in this maturing, high-technology focused industry. Presents his change project, in which the sales and marketing structure play a central role. Will his ideas allow the company to keep its customers and successfully go after new markets?

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