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Leading Culture Change at SEB

Edmondson, Amy C.; Corsi, Elena

Product #:621074
Supplier:Harvard Business School
Discipline:Organizational Behaviour/Leadership
Setting:Sweden
Details:Case (PDF) • 22 pages • 2021-01-12

Subjects:

Cross-functional managementDecision makingOrganizational behaviorRisk managementManagementDecision making and problem solvingOrganizational cultureStrategyOrganizational cultureOrganizational behavior

Industries:

Financial service sector

Geography:

SwedenEurope
Your Price:$12.40

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The Risk organization at SEB, a leading Nordic financial services group founded in 1856, undertook a culture change program focused on psychological safety, empathic listening, and strategic framing. The program enabled risk organization teams to make progress on strategic challenges and improved decision making processes. Chief Risk Officer Magnus Agustsson believed that the rest of SEB should go through a similar program. But it was not clear how to convince other departments to invest considerable time in developing the soft skills of culture change.

Learning Objectives

Relevance of "soft" skills in decision making processes and in managing risk; How to promote such programs in organizations
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Case Study: Leading Culture Change at SEB (English version) | Ivey Publishing