Companies Ericsson

Ericsson

88,000 Total Employees

Year Founded: 1876

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Ericsson Leadership & Management

Ericsson Employee Perspectives

Sashieka is passionate about the role mentors and sponsors play in shaping careers, especially for women in tech. She emphasizes that mentorship is not just about guidance, but advocacy. She encourages employees to take advantage of Ericsson’s open culture, where reaching out to leaders (even by email) is welcomed. Just as importantly, she pays it forward by mentoring others across the company.

“A true mentor is someone who will pound the table on your behalf behind closed doors. To earn that, you need both performance currency and relationship currency.”

Sashieka Seneviratne’s, Director of Cloud RAN Solutions, AT&T CU

From the article: Women in leadership: Sashieka Seneviratne, Director of Cloud RAN Solutions

Ericsson Employee Reviews

The culture here at Ericsson is awesome! I’m able to thrive at work because my team and leadership support me, and I know that my voice matters. Everyone here is important. The learning opportunities are endless and the potential to make significant contributions to cutting-edge technology is huge.

Sola, SW Test Manager

Moving into leadership was both exciting and humbling. My focus shifted from timelines and deliverables to people management. I quickly realized that leading a team requires presence, empathy, and the ability to create an environment where people feel supported and engaged.

Carlos Flaminio, R&D Line Manager

At Ericsson, our leaders aim to inspire and ensure the well-being of you and your colleagues, as well as the growth of our business performance and overall company culture. They ensure results are in line with our company culture and values, always in harmony with ethical and responsible business practices and with our internal working culture.

Ericsson

What People Are Saying About Ericsson

Strategic Vision & Planning: Leadership repeatedly communicates a two‑pronged direction—lead in high‑performing, programmable networks and monetize via network APIs—with steady messaging across earnings, launches, and partnerships. Feedback suggests concrete moves like 5G‑Advanced software releases, the Aduna venture, and Vonage collaborations align plans with execution milestones.
Collaborative & Aligned Leadership: Leaders solicit input broadly, encourage debate, and build alignment before committing, fostering high team buy‑in. Feedback suggests a people‑centric, respectful style that emphasizes psychological safety and constructive, non‑confrontational feedback.
Strong Execution: Structured execution with clear processes, stage‑gates, and quality controls is emphasized, supported by mature program and portfolio management. Feedback suggests an operational focus on reliability, service levels, and predictable delivery tied to “operational excellence.”