Jason Bloomfield

You can invest ethically if you're against munitions companies, if you're against tobacco, if you're against companies or indeed markets which don't have values aligned with your own. Now you've got alternatives. And we thought that was a strong case. I asked, can we please test this? So we did a focus group. We were dead wrong.

You can invest ethically if you're against munitions companies, if you're against tobacco, if you're against companies or indeed markets which don't have values aligned with your own. Now you've got alternatives. And we thought that was a strong case. I asked, can we please test this? So we did a focus group. We were dead wrong.

The investors who were randomly sampled came in and we asked for their thoughts and opinions. What they wanted were returns. Returns. Good old-fashioned economic incentive returns. It was really disappointing, I have to say, to hear people say they didn't really care about the environment. It was not their priority. Instead, their priority was getting returns.

The investors who were randomly sampled came in and we asked for their thoughts and opinions. What they wanted were returns. Returns. Good old-fashioned economic incentive returns. It was really disappointing, I have to say, to hear people say they didn't really care about the environment. It was not their priority. Instead, their priority was getting returns.

And so ultimately, we had to just reposition this to say, you can invest in the economy that was, or you can invest in the economy that will be. And that was the incentive to help move things along. So in this culture where people feel like they know everything, The most powerful thing you can do is to challenge that, not in a confrontational way, but more like a what is, and get them to listen.

And so ultimately, we had to just reposition this to say, you can invest in the economy that was, or you can invest in the economy that will be. And that was the incentive to help move things along. So in this culture where people feel like they know everything, The most powerful thing you can do is to challenge that, not in a confrontational way, but more like a what is, and get them to listen.

And those insights, I'm going to say eight out of 10 times will surprise you and unlock and unblock outcomes that otherwise simply are impossible.

And those insights, I'm going to say eight out of 10 times will surprise you and unlock and unblock outcomes that otherwise simply are impossible.

I joined Ericsson two years ago as the head of people change and experience design. In the company, we call the HR function people. And so in most other companies, you'll hear it simply called HR. Really what that focuses across, we have digital tools which facilitate HR, people, transactions.

I joined Ericsson two years ago as the head of people change and experience design. In the company, we call the HR function people. And so in most other companies, you'll hear it simply called HR. Really what that focuses across, we have digital tools which facilitate HR, people, transactions.

And the thing that created my role, gave rise to my role to begin with, was a very disastrous rollout of a tool, again, I won't mention the name, that took place a year before I joined. The company became self-aware as to how poor the tool was received and was performing and said, OK, we need to bring in some change management to help here.

And the thing that created my role, gave rise to my role to begin with, was a very disastrous rollout of a tool, again, I won't mention the name, that took place a year before I joined. The company became self-aware as to how poor the tool was received and was performing and said, OK, we need to bring in some change management to help here.

When I joined, to my manager's credit, when we were interviewing, they were very upfront. This is not going to be a walk in the park. This is not going to be easy. You are stepping into a minefield. Are you okay with that? So I have to give immense credit to my manager and the transparency and authenticity through the interview process. But since then, the ask was, how do we make things better?

When I joined, to my manager's credit, when we were interviewing, they were very upfront. This is not going to be a walk in the park. This is not going to be easy. You are stepping into a minefield. Are you okay with that? So I have to give immense credit to my manager and the transparency and authenticity through the interview process. But since then, the ask was, how do we make things better?

And I'll zoom all the way out, Vince. To first understand how things might get better, we need to understand why they are the way that they are. And so tying back to active listening, I reached out to a number of stakeholders across a number of different areas and said, how did we get here?

And I'll zoom all the way out, Vince. To first understand how things might get better, we need to understand why they are the way that they are. And so tying back to active listening, I reached out to a number of stakeholders across a number of different areas and said, how did we get here?

And that long pause was exactly the invitation to the other side to share what they were thinking, what they were feeling. And from that, I took away five key lessons from a retrospective, putting together these key views. And I've been actioning those ever since. One of those key lessons has been that really the tool was designed by and for the subject matter experts.

And that long pause was exactly the invitation to the other side to share what they were thinking, what they were feeling. And from that, I took away five key lessons from a retrospective, putting together these key views. And I've been actioning those ever since. One of those key lessons has been that really the tool was designed by and for the subject matter experts.

It was not designed for or with, co-created with, the actual human, the person between the chair and the laptop who day in and day out would be having to work with the tool. And so that's as an example, now we have a definition of usability. It's no longer some nebulous, subjective thing, we have built a definition of usability and it is now threaded into our design process.

It was not designed for or with, co-created with, the actual human, the person between the chair and the laptop who day in and day out would be having to work with the tool. And so that's as an example, now we have a definition of usability. It's no longer some nebulous, subjective thing, we have built a definition of usability and it is now threaded into our design process.