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

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Presentation on theme: "Ensuring Our Relevance to Business BEST + NEXT PRACTICES Sue Todd President & CEO Corporate University Xchange."— Presentation transcript:

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

2 The CorpU Member Network

3 Topic Framework Strengthen Leadership Bench 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 Achieve L&D Excellence Become Employer of Choice Drive Business Impact 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 Human Capital Challenges Support top line growth Reduce cost Increase profit per employee Accelerate success of mergers & acquisitions Support global growth Improve performance management

4 Develop potential, future leaders through practical learning experiences? Bring new talent and perspectives into the organization? Does The Peter Bell Fellowship Program… Projects With CARE Are CARE Academy Leadership courses … Delivering value to the CARE organization? Delivering benefits we can’t yet see? April 2006July 2008

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

6 Leadership Competencies Formal Learning Coaching Action Learning Self Development Rotational Assignments Competency-Centered Approaches

7 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 And Now … New Business Drivers

8 8 The Future of Competition

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

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 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 9 Months

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

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

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

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

18 In the past… –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 So Fast We Can’t Keep Up

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

20 Changing Behaviors More Technical Knowledge Web 2.0 Networked Economy GlobalizationCollaboration Alliance Building Middle-level leaders are collapsing under the weight of new accountabilities Middle-level leaders are collapsing under the weight of new accountabilities Increased Demands Pace of change leaves leaders without new frameworks to solve new problems Default Solutions 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 Change Adds New Demands

21 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. Depoliticize decision making. Reconstruct management’s philosophical foundations. Expand and exploit diversity.. Hamel, Gary. “Moonshots for Management.” Harvard Business Review. February, Scholars and Business Leaders

22 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 Pressure on Learning Leaders

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

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

25 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 The Rise of Social Learning

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

27 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 Characteristics of Social Learning Environment

28 Academy 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 New Focus Around Business Challenges

29 Social Learning Theory to Practice

30 Our Future BREAK OUT DISCUSSIONS AND FEEDBACK

31 Recreate The IBM Jam Session

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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 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 37 Mars Leadership

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39 39 FROM:TO:TO: 1990s2000s2015 “Strategy” dictates the Organization, People, Process and Systems Models 2. Single skill 4. Hero behavior “Whatever it takes” 5. Basic, regional Silo-centric People skill set Process Systems 1. Singular Command & control Organization 3. Functional focus Vertical / Silo People mindset Strategy SingularFocus STORAGE (hw, sw) 2. CollaborativeKnowledge Broker 4. Predictive 5. Global, on-line self service 1. “True Matrix:”Influence and Empowerment 3. Holistic focus Customer-viewpoint Global Ecosystem Focus: INFORMATION INFRASTRUCTURE 2. Broad business knowledge 4. Strategic, cooperative Response; TCE; Six Sigma 3. Cross-functional focus Horizontal & Vertical 5. On-line, Increasingly Global; Service Centers 1. Matrixed Command & Control Broader Focus: INFORMATION (hw, sw, svcs, solutions) Results

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 -Strategic Workforce Planning -Talent Assessment -Leadership & Succession Identification -Identify development initiatives - TMS -Measure performance outcomes -Goal setting -Reward and Recognize -EPAS, GOL, ACR, DSOP, TMS Selection & Placement Employee & Org Development Performance Management Org Talent Review EMC Strategic Planning Process

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44 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!

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