by Ann-Kathrin Heinemann-Becker (Vice President People & Culture Vacuum Technique Service Division) and Nina Rauwald (Manager Talent, Learning & Development, both: Atlas Copco Group AB)
from the handbook Digital Competence and Future Skills
Atlas Copco emphasis networking and collaborating to make things happen and. They invest in passionate people to drive innovation and they provide tools and systems that empower employees to drive their own development. This is about the establishment of a `Pull´- instead of the `push´- principle of designing and managing trainings. And a key to all this is the systematic approach of offering a One Stop Shop for Learning, especially in times in which working remotely becomes more and more relevant.
This article aims to explain and introduce a new way of doing things at Atlas Copco when it comes to learning and competence development as key business enabler and basis for digital transformation. The intention is to highlight what drivers of company culture are setting the basis for a learning organization and what those company culture habits mean for each and every individual in the organization.
The chapter underlines the 'WHY' and gives you an insight into cultural beliefs, working principles and governance model, as enabler for a learning organization. In particular, it is described how to bring learning into everyday practice with all the related failures and learnings the company took on its way.
The handbook Digital Competence and Future Skills provides comprehensive insight into the future of competencies and learning and the transformation of business. For the first time, leading companies from a wide range of industries around the world provide concrete insights into their comprehensive approaches to transformation, competence management, culture change, and learning and development. In addition, leading scientists and institutions use the latest research findings to assess where we are today and what is to come in the future.
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www.youtube.com/watch?v=NjxASUdSCAI

'Giving people freedom with accountability' is what Ann-Kathrin Heinemann-Becker stands for and what she deeply believes in for Atlas Copco Group AB to flourish innovational power. As VP People she is leading the Global People Strategy and ensuring that the right structure, processes and culture is in place to attract, retain and grow people. It is the Swedish culture that inspires Ann-Kathrin and kept her in the Atlas Copco Group for more than 14 years. It is the mindset that people will take own responsibility if we trust them to do so. It is about learning and trying out new things. It is about modesty and flat hierarchies, inviting everybody to the table. This is why Diversity and Inclusion matters a lot to her and she sponsors a global network. Having gained wide and global experiences in different Divisions, she is fascinated by the power of culture and why people can make a difference - seeing it specifically through the eyes of a post-merger integration. She holds a master's degree in International Management from University Erlangen-Nuremberg and has worked and studied in Italy. She is certified Systemic Coach and Change Manager and has a passion for supporting start-up companies.