3 Topic Framework Human Capital Challenges Strengthen Leadership Bench Become Employer of ChoiceDrive Business ImpactAchieve L&D ExcellenceAlign learning with key business prioritiesOrganize L&D to support continuous business changeExecute learning program design and delivery efficientlyMeasure learning impactSpeed pipeline throughputImprove HiPo identification & developmentMeet generational needsEngage leaders as teachersEnsure manager-led developmentDevelop strong succession plansAttract the best talent in the industryAchieve top quartile retention of key peopleImprove overall employee engagement & loyaltyBecome a great place to workSupport top line growthReduce costIncrease profit per employeeAccelerate success of mergers & acquisitionsSupport global growthImprove performance management
4 Projects With CARE Are CARE Academy Leadership courses … April 2006July 2008Are CARE Academy Leadership courses …Does The Peter Bell Fellowship Program…Program Promotion and MarketingOnboarding ProcessSupportPersonal and Leadership DevelopmentProject AccomplishmentsSuggestions for ImprovementDelivering 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 FundingDecentralized Learning Product ManagementVoice of the Customer, Functional/Technical Needs, Learning Delivery, LocalizationShared Service Center InfrastructureCommon Technology, Standards, & ProcessCorporate InitiativesWork Process, Business Strategy, ERP, CustomersCorporate Citizenship – Our FundamentalsMission, Culture, Values, History
6 Competency-Centered Approaches Assumes there’s one right modelFocus is on people, not resultsCan’t reflect rapid pace of changeSubjective determination about achievementRotations hard to coordinateLeadership CompetenciesFormal LearningCoachingAction LearningSelf DevelopmentRotational Assignments
7 And Now … New Business Drivers SpeedRapid commoditization - easy to copy others, find suppliers anywhere in the worldCompeting on very low marginsNew competitors: innovate without overheadGrowthNew markets, new regionsInnovationFinding new ideas, solutions in the global communityP&G Connect & DevelopBrand LoyaltyCommunities perhaps more effective than traditional methods employing PR and MarketingL’Oreal learns from Lexus
9 Not Just Speed – But Constant Change CheetahDisgusting VirusFastest Land Animal on EarthNearing extinction due to genetic bottleneckOne purpose: to changeEludes hosts and anyone who hopes to destroy itReinvents 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 Yesterday10 Sr. ExecutivesDriving 2 Major initiatives
12 Cisco Today500 Leaders Engaged26 Cross-functional teams
13 NETWORKS GALORE 7X Increase in the number of WIKIS 2 Years 2X Increase in BLOGS7X increase in DISCUSSION FORUMS10X increase in video uploads to C-VISION25X increase in use of collaborative workspace2 Years7 Months8 Months8 Months9 Months
14 Context of Work Solutions Emerge Multiple Right Answers Establish Order, Move to Complex StageExisting Solutions
15 Surprising Science of Motivation AUTONOMYMASTERYPURPOSEDaniel Pink, Author of A Whole New Mind
16 FEDEX DAYS – Atlassian20 PERCENT TIME – GoogleROWE - Best Buy, Netflix
17 Growing Complexity Help you help leaders make sense of… Advanced technologyGlobalizationIntricate marketsCultural changeRegulatory environmentsAnd 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 stabilizationSteam enginePrinting pressNow…DisruptionNo time for stabilization due to speed of changeSteam Engine18
19 Highly Uncertain Future Ambiguity – Volatility - Complexity CONVERGENCENew connections, new patternsNew Staring PositionINTERNET EVOLUTIONDIGITAL ECONOMICSTransparency, Information,CommunitiesTime, space,methodsIndustries?customers?collaborators?products?competitors?innovation?sustainability?DEREGULATIONGLOBAL DYNAMICSvalue chains?New global controls?, Access to CapitalOutsourcing, Protectionism,Emerging markets?New Mental ModelsAmbiguity – Volatility - ComplexityA New ChallengeNew Games – New Rules
20 Change Adds New Demands BehaviorsChangingCollaborationBuildingAllianceMore Technical KnowledgeWeb 2.0NetworkedEconomyGlobalizationIncreasedDemandsDefaultSolutionsMiddle-level leaders are collapsing under the weightof new accountabilitiesPace of change leaves leaders without new frameworks to solve new problems91% 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 LabModern Management has reached the limits of improvement25 ambitious challenges as a roadmap for improvement.Volatile world unless innovators tackle these challenges.Eliminate the pathologies of formal hierarchy.Reinvent strategy making as anemergent process.Redefine the work of leadershipCreate 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 ChangeExecutive Education- Expensive - Requires Time awayDecision Making Moves To Lower LevelsLearning and Leadership ExecutivesSeek 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 anymoreAll execution becomes a corporate learning experienceLEADERSHIPCULTUREBUSINESS PROCESSSource: Amy C. Edmonson. “The Competitive Imperative”. Harvard Business Review. July-August, 200823
24 New Focus Around Business Challenges CostSpeedBusiness ChallengeKnowledge ImmersionActive MentoringRiskGlobalFinanceGROWTHEmergent competenciesEco-friendlySupply ChainLeaders Develop Customized Set of Competencies Tied to Their JobsBrandNetwork
25 The Rise of Social Learning eLearningNo collaboration or peer-to-peer learningWeak design led to minimal learningSignificant technical challenges (Integration, Interaction, Multi-media)Self-directed and isolatedDisappointing experience alienated target audienceTime-consuming process to update contentSocial LearningSupports collaboration among practitioners and expertsApplies learning discipline of Ivy LeagueAssessments checkOffers rapid deep dives on urgent topicsEmbeds learning in workCoPs provide feedback to improve learning
26 Shifting The Approach in Corporate Learning TEACHERSage On The StageCritical Thinker & CollaboratorLectureDemonstrationPeer and Thought Leader InteractionHands onRich Course Resources and AssetsCohort-based ProjectsOrganized DiscussionsSelf StudyPassive ListeningLearning GuideInformation RepositorySTUDENT
27 Characteristics of Social Learning Environment Support At the Point of NeedAlways On:- Tools, Video Lectures, Discussions, Reading Lists Class Project ExamplesCoPs- Follow-up after the course- Best practices for implementation and actionWeb 2.0 Built In- Collaboration- Networking- Peer Reviews- Blogging, Journaling
28 New Focus Around Business Challenges My Current ChallengeFrame The Challenge; Acquire New KnowledgeExplore Diverse Approaches With CohortDevelop A Strategy or PlanGet Peer and Expert FeedbackImplement & Share Practices With CoPAcademy
33 5 Teams of 4Q. 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?
39 TitleMonth YearTitleMonth Year“Strategy” dictates the Organization, People, Process and Systems ModelsFROM: TO: TO:1990s2000s2015SingularFocus STORAGE (hw, sw)2.Broad business knowledge4. Strategic, cooperative Response; TCE; Six Sigma3.Cross-functional focus Horizontal & Vertical5. On-line, Increasingly Global; Service Centers"We"1.Matrixed Command & ControlBroader Focus: INFORMATION (hw, sw, svcs, solutions)2.CollaborativeKnowledge Broker4.Predictive5. Global, on-line self service"Us"1. “True Matrix:”Influence and Empowerment3.Holistic focus Customer-viewpointGlobal Ecosystem Focus: INFORMATION INFRASTRUCTUREStrategyOrganization(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 & controlPeople skill set2. Single skillPeople mindset3. Functional focus Vertical / Silo4. Hero behavior “Whatever it takes”Process5. Basic, regional Silo-centricSystems"me"Results39
40 Integrated Talent Management & Employee Life Cycle -Branding insures quality candidates-Talent Acquisition for right price and fit-Transparency of internal job openingsEmployee aspiration and skills marketingInternal Resume / CVTMS, ATS-Assimilate and Engage- Individual Development Planning-OTJ stretch assignments-Essentials Curriculum- Function/Role specific learning- ESMS, Faststart, Ed ServicesEmployee &Org DevelopmentSelection & PlacementEMC Strategic Planning ProcessPerformance ManagementOrg Talent ReviewMeasure performance outcomesGoal settingReward and RecognizeEPAS, 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 ForwardThink, act and decide as general managersManage paradoxBreadth of competence AND depth of expertiseIndependence AND alignmentAgility of small AND power of scaleInspire AND executeLead through vision AND operational excellenceNavigate ambiguity AND drive clarityContinue to grow and adaptLeadership Excellence is our greatest driver of growth!Senior Leader Excellence Profile44