July 10, 2015
Few companies can proudly say that they have a book with the mission, vision, values, business principles and more that have been the main guiding document for the Company for 20 years. Edition nine manifests the books importance further. Now the rollout of the book in Circles will begin. The divisional presidents are in charge of the process and will make sure that each and everyone concerned gets a chance to discuss the book’s content in a face-to-face meeting.
The Atlas Copco Book edition nine was launched on February 10, 2015, when members of Group Management and all division presidents spent a whole evening together to go through and discuss the content. New and familiar concepts were debated and cemented. Now the division presidents will manage the rollout in their area of responsibility.
The Holding managers and function managers will participate in a Circle in May. Following that Circle, they will begin to roll it out to the holding functions, business services, Atlas Copco financial solutions and more.
The content has developed since the first book was published in 1996, but the main messages remain. These include setting high standards for business and personal ethics, being fast to adapt to the current market situation, and always giving customers the best support.
The hardcopy version of the book – used in the Circles – can be ordered from Atlas Copco’s print shop. A video is also available to support the rollout and the understanding of the concept.
The Atlas Copco book is rolled-out in Circles. So what is it? The principle is very simple. An Atlas Copco Book Circle starts with Group Management. President and CEO Ronnie Leten initiates the Circles by gathering his management team for a good discussion about the content and what it means. In the next wave each member of Group Management meets with his or her direct reports and go through the same exercise. And so the Circles continue, following the reporting structure, until they have reached all employees concerned.
In the Circles, which usually take a few hours, people will be given time to discuss the different business concepts. Together they will clarify where they fit in, define where their customers are and see how they can contribute to the success of the Group.
The number and mix of participants vary in a Circle, depending on the size of the local organization and its structure. The manager acts as a leader who triggers the discussion and helps to answer the questions. He or she will never take the role of a teacher.
Atlas Copco has used the Circles format for 20 years already. Nothing has proven to be more efficient when it comes to increasing understanding and achieve alignment across businesses and geographical borders. It is therefore extremely valuable that the division presidents have taken on the mission to manage the Circles process.
“The Atlas Copco Book is a very powerful tool to align big organizations. In my specific case with the acquisition of Edwards and the creation of the Vacuum Solutions division it helped enormously to tell our people what Atlas Copco stands for.”– Geert Follens, Division President, Vacuum Solutions.
“The Atlas Copco Book is a very good tool to effectively communicate the overall strategy of the Group and our common values. The concept of “Circles” is both a fun and easy way to get groups within the Company to discuss and align around the content of the Atlas Copco Book.”– Tobias Hahn, Division President, Industrial Assembly Solutions.
“I think the Circles is a great way to make sure that all employees in our Group get a chance to discuss and better understand the Atlas Copco values and culture. Through the Circles we create alignment and buy-in which is necessary to be successful and reach our vision.”– Liselotte Duthu, Vice President Holding, Greater China.
“The Circles are Atlas Copco’s way to permeate the principles of our culture and understand the reasons why we do the things in our manner. The Circles are the true expression of our three core values, for example to practice interaction with our direct manager, our peers and our subordinates, to exchange opinions and discuss openly what each concept means to each of us and for the Group.” – Jose Sanchez, Division President, Drilling Solutions.