1. Corporate University Xchange
Ensuring Our Relevance to Business
BEST + NEXT PRACTICES
Sue Todd
President & CEO
Corporate University Xchange

2. The CorpU Member Network

3. Topic Framework Human Capital Challenges Strengthen Leadership Bench
Become Employer of Choice
Drive Business Impact
Achieve L&D Excellence
Align learning with key business priorities
Organize L&D to support continuous business change
Execute learning program design and delivery efficiently
Measure learning impact
Speed pipeline throughput
Improve HiPo identification & development
Meet generational needs
Engage leaders as teachers
Ensure manager-
led development
Develop strong succession plans
Attract the best talent in the industry
Achieve top quartile retention of key people
Improve overall employee engagement & loyalty
Become a great place to work
Support top line growth
Reduce cost
Increase profit per employee
Accelerate success of mergers & acquisitions
Support global growth
Improve performance management

4. Projects With CARE Are CARE Academy Leadership courses …
April 2006
July 2008
Are CARE Academy Leadership courses …
Does The Peter Bell Fellowship Program…
Program Promotion and Marketing
Onboarding Process
Support
Personal and Leadership Development
Project Accomplishments
Suggestions for Improvement
Delivering value to the CARE organization?
Delivering benefits we can’t yet see?
Develop potential, future leaders through practical learning experiences?
Bring new talent and perspectives into the organization?

5. Current Models Center of Excellence
Enterprise Strategy, Governance Funding
Decentralized Learning Product Management
Voice of the Customer, Functional/Technical Needs, Learning Delivery, Localization
Shared Service Center Infrastructure
Common Technology, Standards, & Process
Corporate Initiatives
Work Process, Business Strategy, ERP, Customers
Corporate Citizenship – Our Fundamentals
Mission, Culture, Values, History

6. Competency-Centered Approaches
Assumes there’s one right model
Focus is on people, not results
Can’t reflect rapid pace of change
Subjective determination about achievement
Rotations hard to coordinate
Leadership Competencies
Formal Learning
Coaching
Action Learning
Self Development
Rotational Assignments

7. And Now … New Business Drivers
Speed
Rapid commoditization - easy to copy others, find suppliers anywhere in the world
Competing on very low margins
New competitors: innovate without overhead
Growth
New markets, new regions
Innovation
Finding new ideas, solutions in the global community
P&G Connect & Develop
Brand Loyalty
Communities perhaps more effective than traditional methods employing PR and Marketing
L’Oreal learns from Lexus

8. The Future of Competition

9. Not Just Speed – But Constant Change
Cheetah
Disgusting Virus
Fastest Land Animal on Earth
Nearing extinction due to genetic bottleneck
One purpose: to change
Eludes hosts and anyone who hopes to destroy it
Reinvents itself over and over

10. “You are about to see the most fundamental change in businesses and government on a global basis that you’ve ever seen.
Moving from command and control to collaboration and teamwork, enabled by technology, it will allow for a generation of productivity and new models.”
Cisco CEO John Chambers speaking at MIT, Winter, 2008

11. Cisco Yesterday
10 Sr. Executives
Driving 2 Major initiatives

12. Cisco Today
500 Leaders Engaged
26 Cross-functional teams

13. NETWORKS GALORE 7X Increase in the number of WIKIS 2 Years
2X Increase in BLOGS
7X increase in DISCUSSION FORUMS
10X increase in video uploads to C-VISION
25X increase in use of collaborative workspace
2 Years
7 Months
8 Months
8 Months
9 Months

14. Context of Work Solutions Emerge Multiple Right Answers
Establish Order, Move to Complex Stage
Existing Solutions

15. Surprising Science of Motivation
AUTONOMY
MASTERY
PURPOSE
Daniel Pink, Author of A Whole New Mind

16. FEDEX DAYS – Atlassian
20 PERCENT TIME – Google
ROWE - Best Buy, Netflix

17. Growing Complexity Help you help leaders make sense of…
Advanced technology
Globalization
Intricate markets
Cultural change
Regulatory environments
And much more.
The science of complexity can help us address the challenges and opportunities we face in a new epoch of human history.

18. So Fast We Can’t Keep Up In the past… Now…
Technological changes were followed by a long period of stabilization
Steam engine
Printing press
Now…
Disruption
No time for stabilization due to speed of change
Steam Engine 18

19. Highly Uncertain Future Ambiguity – Volatility - Complexity
CONVERGENCE
New connections, new patterns
New Staring Position
INTERNET EVOLUTION
DIGITAL ECONOMICS
Transparency, Information,
Communities
Time, space,
methods
Industries?
customers?
collaborators?
products?
competitors?
innovation?
sustainability?
DEREGULATION
GLOBAL DYNAMICS
value chains?
New global controls?, Access to Capital
Outsourcing, Protectionism,
Emerging markets?
New Mental Models
Ambiguity – Volatility - Complexity
A New Challenge
New Games – New Rules

20. Change Adds New Demands
Behaviors
Changing
Collaboration
Building
Alliance
More Technical Knowledge
Web 2.0
Networked
Economy
Globalization
Increased
Demands
Default
Solutions
Middle-level leaders are collapsing under the weight
of new accountabilities
Pace of change leaves leaders without new frameworks to solve new problems
91% of leaders agree business complexity is increasing*
40% of CEOs are failing within 2 years**
* Source: Center for Creative Leadership
** Source: Recruiter Challenger, Gray and Christmas

21. 25 Scholars and Business Leaders
The Management Lab
Modern Management has reached the limits of improvement
25 ambitious challenges as a roadmap for improvement.
Volatile world unless innovators tackle these challenges.
Eliminate the pathologies of formal hierarchy.
Reinvent strategy making as an
emergent process.
Redefine the work of leadership
Create internal markets for ideas, talent, and resources.
Expand and exploit diversity..
Reconstruct management’s philosophical foundations.
Depoliticize decision making.
Hamel, Gary. “Moonshots for Management.” Harvard Business Review. February, 2009

22. Pressure on Learning Leaders
Learning Programs Challenged to Keep Pace With Business Change
Executive Education
- Expensive - Requires Time away
Decision Making Moves To Lower Levels
Learning and Leadership Executives
Seek New Models To Give More People Access To Critical Learning Without Spending More Money

23. Embedding Learning In Research and Work
Flawless execution is no guarantee for success anymore
All execution becomes a corporate learning experience
LEADERSHIP
CULTURE
BUSINESS PROCESS
Source: Amy C. Edmonson. “The Competitive Imperative”. Harvard Business Review. July-August, 2008 23

24. New Focus Around Business Challenges
Cost
Speed
Business Challenge
Knowledge Immersion
Active Mentoring
Risk
Global
Finance
GROWTH
Emergent competencies
Eco-friendly
Supply Chain
Leaders Develop Customized Set of Competencies Tied to Their Jobs
Brand
Network

25. The Rise of Social Learning
eLearning
No collaboration or peer-to-peer learning
Weak design led to minimal learning
Significant technical challenges (Integration, Interaction, Multi-media)
Self-directed and isolated
Disappointing experience alienated target audience
Time-consuming process to update content
Social Learning
Supports collaboration among practitioners and experts
Applies learning discipline of Ivy League
Assessments check
Offers rapid deep dives on urgent topics
Embeds learning in work
CoPs provide feedback to improve learning

26. Shifting The Approach in Corporate Learning
TEACHER
Sage On The Stage
Critical Thinker & Collaborator
Lecture
Demonstration
Peer and Thought Leader Interaction
Hands on
Rich Course Resources and Assets
Cohort-based Projects
Organized Discussions
Self Study
Passive Listening
Learning Guide
Information Repository
STUDENT

27. Characteristics of Social Learning Environment
Support At the Point of Need
Always On:
- Tools, Video Lectures, Discussions, Reading Lists Class Project Examples
CoPs
- Follow-up after the course
- Best practices for implementation and action
Web 2.0 Built In
- Collaboration
- Networking
- Peer Reviews
- Blogging, Journaling

28. New Focus Around Business Challenges
My Current Challenge
Frame The Challenge; Acquire New Knowledge
Explore Diverse Approaches With Cohort
Develop A Strategy or Plan
Get Peer and Expert Feedback
Implement & Share Practices With CoP
Academy

29. Social Learning
Theory to Practice

30. Our Future
BREAK OUT DISCUSSIONS AND FEEDBACK

31. Recreate The IBM Jam Session

33. 5 Teams of 4
Q. With evidence that workplaces are transforming to become dynamic marketplaces, at an ever increasing level of granularity, what are the implications for team work?
Q. In terms of teamwork, a key challenge is how to create the right environment (mix of culture and the right people) to maximize the potential of new tools and new generation's practices. What kind of leadership is needed to support this future environment? How will we identify and create the new kind of leadership? Q. Knowledge work is changing and we are not adapting fast enought. The pace of this change will increase. Organizations won't be able to sit back and wait - they will need to retool their workforce constantly. What are the key skills for knowledge workers in the future?

34. Knowledge Work and Teams
Q. With evidence that workplaces are transforming to become dynamic marketplaces, at an ever increasing level of granularity, what are the implications for team work?
Q. In terms of teamwork, a key challenge is how to create the right environment (mix of culture and the right people) to maximize the potential of new tools and new practices. What kind of leadership is needed to support this future environment?
Q. Knowledge work is changing and organizations may not be adapting fast enough. It’s certain the pace of change will only increase. What are the key skills for knowledge workers in the future?
Q. If work becomes increasingly complex, and knowledge workers become more and more specialized, what are the implications for training professionals and how do we support this model?

35. Innovation and Performance
Q. Innovation may be the key to survival for many organizations. How will training teams teach leaders to apply a healthy tension on systems to drive their evolution?
Q. What ideas can you offer to improve your organization’s ability to learn collaboratively? Consider tools, processes, how you will determine who should be involved to create a diverse and rich environment for inquiry.
Q. Daniel Pink said performance improves when employees have autonomy, are motivated and have purpose. Many people in your organizations may feel there is a sense of purpose. How will you help to change your organizations to support the other two variables?
Q. Is it your job to help people break old paradigms and stretch their perspectives? Which groups of people most need to change mindsets? How could you approach this?

36. Organization Learning
Q. Is it time to move our focus from jobs, competency models and even performance challenges and begin to focus teaching and training solutions at the organization level – to pursue Senge’s notion of the Learning Organization. What conditions indicate this may or may not be true?
Q. If you were to begin to focus on organization learning, what are some of the new skills your team will need? What tools are missing from your current arsenal?
Q. Define core organization capabilities that are common to many of the groups in this room. How could these organizations work together to improve their solutions and avoid redundant work?
Q. New academic research suggests organizations should improve how they learn as they are executing; not to lay out and document the perfect plan, but to iterate, improve and document as they proceed and learn. Managers must learn how to conduct safe experiments. How might you support the notion of embedding learning into the work of your organizations?

37. Mars Leadership

39. Title
Month Year
Title
Month Year
“Strategy” dictates the Organization, People, Process and Systems Models
FROM: TO: TO:
1990s2000s2015
SingularFocus STORAGE (hw, sw)
2.Broad business knowledge
4. Strategic, cooperative Response; TCE; Six Sigma
3.Cross-functional focus Horizontal & Vertical
5. On-line, Increasingly Global; Service Centers
"We"
1.Matrixed Command & Control
Broader Focus: INFORMATION (hw, sw, svcs, solutions)
2.CollaborativeKnowledge Broker
4.Predictive
5. Global, on-line self service
"Us"
1. “True Matrix:”Influence and Empowerment
3.Holistic focus Customer-viewpoint
Global Ecosystem Focus: INFORMATION INFRASTRUCTURE
Strategy
Organization
(THIS SLIDE IS A BUILD – each ‘era’ comes up as one unit.)
Add it together and the new strategic course, building Information Infrastructure Globally at an astounding rate of change is driving the next evolution of our human capital model. We’re preparing for a $25 billion run rate – (pick the points you want to highlight)
The 1990’s had a signature focus and set of skills for EMC. The focus was of course being the #1 storage company, period.
The organization: one person was clearly in charge. Made all the calls and those were cascaded in a command and control manner down the silo.
The people were subject matter experts who lived to serve their function and their view of the customer needs.
The process, if you call it that, was marked by hero behavior. People jumped in and did whatever it took to meet the need, react to a situation, serve a customer. They took pride in being the best at what they did.
The systems were basic – served the immediate need of the silo’d function or region. They were disparate, non integrated and non-leveraged.
It was all about “ME” the subject matter expert doing what they did best for the customer and for their boss.
The 2000s, to date, have been about broadening the value we can bring to the market. What was once data is now information when managed, protected, secured and optimized well. Storing the information is part of the equation. Software and Services became critical – for all types of content to play the role the market was looking for.
To our strategy, this meant we needed to broaden our portfolio and our expertise to help our customers with their information lifecycle management strategies. We needed to help them establish a lasting and strategic infrastructure for their information assets. We needed to understand that software business models were different from service models from hardware models – but to the customer, make this as seamless and easy as possible. In the realm of courage, I recall the top Wall Street technology analysts telling us this could never be done.
To our organization, it meant people suddenly had two or more bosses. They could report, for example, to a divisional leader and a functional leader. Each of these leaders were calling the plays for their organizations in the classic command and control manner. Which meant to …
Our people and their skills, we need to help them broaden their business knowledge. We sent the top 300 people to General Management training to learn how to run P&Ls and think beyond their silos. We had to teach command and control leaders how to share and play well together. We also had to “un-hero” the organization.
We needed to ESTABLISH processes that would scale and have global reach. Being a hero wasn’t good enough. It wasn’t sustainable or scalable. That hero had to change into a leader and a manager of others. S/he had to document what they did and establish a consistent, measurable process to ensure, for example, that Goldman Sachs in London received the same pricing and the same service levels from EMC as did Goldman in NYC. Our ‘jump in and do whatever it takes’ – regardless of the cost or personal sacrifice had to transition into a strategic way of addressing the needs of customers. We transitioned from reacting to responding. The responses needed to be cooperative with other divisions to deliver an excellent total customer experience. We introduced Six Sigma to reinforce the benefits of consistency and predictability when serving a customer. All this is still a work in process. I’m happy to say that we are through the knot hole at this point and the organization now looks back at the singular, command and control, hero EMC as a limited, still maturing organization. The organization sees the larger picture today. They have become WE. Hardware, Software, Services and Solutions are now on the same team with a common focus: the customer.
The time to change they say is when it feels as though you don’t need to. EMC’s strategy is firing on all cylinders and bringing in above market growth. We’re now looking to the next leg of growth and maturity. The changes the leadership team is working through, in real time include;
In strategy – truly becoming a global citizen of the world. Understanding the ecosystem of customers, cultures, technology and modern interaction needs such as mass collaboration and peer to peer engagements.
The organization needs to shake the legacy of command and control once and for all and learn to embrace the true intent of Matrix – Influence, regardless of authority and reporting structure. People who can tap into legions of subject matter experts – work collaboratively and be a knowledge broker – will be the most valued employees.
As for process – they will start to look similar to our SMARTS technology. We won’t look to see what went wrong when things break or even plan well for a well orchestrated response … we will have modeling that needs to predict and anticipate the needs of customers and their environments so that we can “dance on top of the grid”.
In systems – like ADP, they will be global. Everyone is on-line now. They like to get things done when they want them and not wait for a response. This will free up resources to be more forward thinking and innovative where it matters.
1. Singular Command & control
People skill set
2. Single skill
People mindset
3. Functional focus Vertical / Silo
4. Hero behavior “Whatever it takes”
Process
5. Basic, regional Silo-centric
Systems
"me"
Results 39

40. Integrated Talent Management & Employee Life Cycle
-Branding insures quality candidates
-Talent Acquisition for right price and fit
-Transparency of internal job openings
Employee aspiration and skills marketing
Internal Resume / CV
TMS, ATS
-Assimilate and Engage
- Individual Development Planning
-OTJ stretch assignments
-Essentials Curriculum
- Function/Role specific learning
- ESMS, Faststart, Ed Services
Employee &
Org Development
Selection & Placement
EMC Strategic Planning Process
Performance Management
Org Talent Review
Measure performance outcomes
Goal setting
Reward and Recognize
EPAS, GOL, ACR, DSOP, TMS
-Strategic Workforce Planning
-Talent Assessment
-Leadership & Succession Identification
-Identify development initiatives
- TMS

44. Expectations of Senior Leaders at Pfizer
Lead Our Path Forward
Think, act and decide as general managers
Manage paradox
Breadth of competence AND depth of expertise
Independence AND alignment
Agility of small AND power of scale
Inspire AND execute
Lead through vision AND operational excellence
Navigate ambiguity AND drive clarity
Continue to grow and adapt
Leadership Excellence is our greatest driver of growth!
Senior Leader Excellence Profile 44