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Corporate University Xchange

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Presentation on theme: "Corporate University Xchange"— Presentation transcript:

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


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



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