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Global telecommunications leader Ericsson is in the middle of a huge shift. Leadership is driving an AI‑first culture where everyone – from Engineers to HR— uses AI in their day‑to‑day work. The ambition is simple: move faster than the market, and shape the future of telecom.
For Global Chief Data Officer Joel Nygårds, this transformation comes with two big challenges. First, how do you raise AI literacy across tens of thousands of employees with different roles and skill levels? And second, how do you build the right governance backbone to safely open up enterprise data to AI without slowing innovation?
For Ericsson, building an enterprise knowledge and AI platform at global scale required robust data protection, strict regional privacy and data residency compliance, and multilingual support. They were also looking for flexibility across many different use cases- from HR assistants to Engineering copilots that help troubleshoot.
Investing heavily in AI education through programs like an “AI driver’s license” and critical skills paths, they have already trained over 20,000 employees.
To avoid uncontrolled agent sprawl, Ericsson has developed a tiered governance model. Individuals can freely build and publish personal agents, but anything intended for departmental or company‑wide use must go through a moderation and approval process within the relevant business unit.
This democratization has sparked a wave of internal entrepreneurship: employees have created nearly 3,000 agents supporting service delivery, customer support, network operations, and everyday productivity.
