1. Applying Agility for Yourself and Your Organization October 2014 Learning Agility in Action

2. Globalization Factors of today’s business landscape Marketplace Disruptions Technology M&A / Restructuring / Spin Offs Flatter and Leaner Innovation and Changing Strategies Globalization Change

3. Executing business strategies in today’s VUCA world is challenging “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” - Charles Darwin Growth in New and Emerging Markets Innovation Mergers & Acquisitions Customer Loyalty Consolidation and Restructuring

4. To grow and compete in a VUCA world Today’s leading organizations are generally nimble, constantly embracing change and correctly aligning their people to critical business strategies. These organizations focus on the Pillars for Growth: Talent Culture Agility

5. Why learning agility matters to business performance Companies with greatest rates of highly learning agile executives produced 25% higher profit margins compared with peer companies. Korn Ferry 2013

6. Learning agility is the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions. Learning agility

7. Learning agility factors

8. Mental Are very curious. Get to the root causes. Have a broad perspective. Find parallels and contrasts. Question conventional wisdom. Find solutions to tough problems. agility Those with this type of

9. People agility... Those with this type of Understand others. Are skilled communicators. Enjoy helping others succeed. Are comfortable with diversity. Handle conflict constructively. Use others effectively.

10. 10 Change Enjoy tinkering with things. Often introduce new perspectives. Strive for continuous improvement. Can take the heat and pressure of change. Understand impact of change and how to manage it. agility... Those with this type of

11. Results Build high-performing teams. Are very flexible and adaptable. Perform well in first-time situations. Driven by challenge. Accomplish things against the odds. agility... Those with this type of

12. Self-Awareness agility... Those with this type of Actively seeks feedback. Tend to be self-reflective. Is candid to a fault about self. Sensitive to their impact on others. Know personal strengths and weaknesses. Take corrective action based on feedback SELF

13. Question 1.Drawing insights from past experiences 2.Being intelligent 3.Examining problems from different angles 4.Seeking out diverse experiences 5.Performing well in unfamiliar situations Of the choices below, which is not related to Learning Agility:

14. Matching Talent to Opportunity If the position...  Is new  Requires fresh ideas and new ways of thinking  Is in a quickly changing field or area of business where the future is undefined or emerging  Needs major fixing  Requires strategic thinking and/or strategy development  Is supported by strong technical help  Requires political savvy  Is change-driven … Good fit for a highly agile candidate.

15. Matching Talent to Opportunity If the position...  Requires considerable in-field experience or depth of knowledge  Is relatively stable  Requires understanding of the past in order to address future situations  Needs strong and decisive tactical skills  Involves the major development and/or mentoring of others  Is relationship-driven or depends on continuity … good fit for a high-professional candidate.

16. Self Activity How much of your role is dependent on each of the five factors on a scale from 1 to 5 (1 – the least, 5 – the most)? Mental AgilityPeople AgilityChange AgilityResults AgilitySelf-Awareness 1 – 2 – 3 – 4 – 5

17. Embraces uncertainty, complexity, ambiguity Resourceful, risk taking, bored with routine View the big picture The Learning Agility Continuum BOTH can be: Engaged and passionate about the job Understand key strengths and weaknesses Deliver performance results Continue developing skills Interested in learning Focused on growing a career Breadth Diligent, determined, perseveres at learning, Embraces structure, quality, consistency Follows procedure, policies, norms Enhances and deepens expertise Depth

18. 70-20-10 Model of Learning Development 70 % 20 % 10 % assignments people courses

19. Define Opportunities: Develop Yourself How can I apply what I have learned about myself from the reports to my role in organization? Are there patterns in what I fail to learn? What impact does Learning Agility have on how I work? What are my career aspirations that require more Learning Agility and in what areas? If I want to enhance my Learning Agility, what should be different?

20. Define Opportunities: Develop Yourself How can I apply what I have learned about myself from the reports to my role in organization? Are there patterns in what I fail to learn? What impact does Learning Agility have on how I work? What are my career aspirations that require more Learning Agility and in what areas? If I want to enhance my Learning Agility, what should be different?

21. How to Get a Job at Google,; 2/22/14: “…For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information.” Learn, Unlearn and Relearn: How to Stay Current and Get Ahead 2/3/14: “Learning agility is the name of the game. Where the rules are changing fast, your ability to be agile in letting go of old rules and learning new ones is increasingly important. Learning agility is the key to unlocking your change proficiency and succeeding in an uncertain, unpredictable and constantly evolving environment, both personally and professionally.”

22. Agility is key Without it, the right strategy and culture won’t matter. Enterprise Agility- The ability of an organization to perform in new, ambiguous situations by learning and adapting when confronted with unforeseen circumstances, dilemmas, crises, and complex problems. Workforce agility Cultural agility

23. Enterprise agility is key Enterprise agility: Enterprise agility is the ability to drive sustainable growth in a complex, ambiguous business environment by continuously learning and adapting when faced with tough, uncertain conditions, dilemmas, crises, and complex problems. The agility of an enterprise’s workforce is measured through learning agility. How learning agile is my organization overall? How agile does my organization need to be given the business strategy we are pursuing? Where in my organization do I need agility the most, and what kinds of agility? Burning platform questions.

24. Self Activity How much of your organization’s strategy is dependent on each of the five factors on a scale from 1 to 5 (1 – the least, 5 – the most)? Mental AgilityPeople AgilityChange AgilityResults AgilitySelf-Awareness 1 – 2 – 3 – 4 – 5

25. Table/Discussion Activity In which roles/jobs in your organization does Learning Agility really matter ? What % of jobs?

26. Organizations agree… identifying high- potential employees is important, yet only 9% said they had a systematic process in place to identify them. UNC Kenan-Flagler Business School Study

27. Differentiating Talent 27 The “Strategic Few” Potential Deep Experts The Pipeline Performanc e High Professional Key Performer High Professional + Utility Player Identified Potential Emerging Potential Diamond in the Rough Solid Professional

28. Solution: Enterprise agility An approach to assess your organization’s ability to adapt, change and win in a competitive market and drive value to shareholders and customers by measuring the aggregate learning agility of its people. A pragmatic solution to prioritize actions to get the right agility, in the right places, at the right time. Benchmarking and analytics based on 20+ years of normative data that allow you to compare your organization’s enterprise agility with those of high performers in your competitive market. Visibility AND Action A thorough understanding of what kinds of agility are needed to compete and win in your market, and how you currently stack up. Actionable insights and an agility roadmap to help you close gaps, and development content to improve agility at the individual level. What makes this unique? What is it? What are the benefits?

29. Enterprise agility: typical process Define business strategies, identify critical roles, scope agility for enterprise project. Administer agility assessments. Conduct further fact finding. Aggregate analysis of assessment results. Interpret aggregate agility data analysis. Define priorities for Buying, Building or Deploying agile talent. Internal change management. Create agility roadmap. Conduct internal stakeholder meetings. Audit/ analyze Synthesize Align/plan Discover Outcome: Prioritizing the key efforts to ensure the right talent in the right roles at the right times.

30. Different Strategies require a different mix of Agility Having the right strategic mix of Agility will build an enterprise that is successful at beating the competition and driving growth in complex, ever- changing environments

31. Strategic fit illustration Strategic fit index for innovation and mergers and acquisitions (M&A) strategies. Learning agility profiles for companies pursuing: Innovation - need talent with high levels of Mental and Change Agility. M&A - need talent with high levels of Change and People Agility.

32. Strategy: innovation A large telecommunications company headquartered in the Asia-Pacific rim: Innovation is critical to their success. Innovation is also a key focus for the organization. Several initiatives to build up its innovation. The innovation profile specifically leverages the areas of Mental and Change Agility.

33. Enterprise agility diagnostic How agile are we? Which areas are critical to our strategy? How ready are we? Overall strategic fit Strategy Readiness Factors results and importance to strategies

34. 34 Team development What individuals are doing to grow capacity in their teams: Collaboration Systems thinking Value diverse perspectives Driving results Skill building Developing learning agility: Present new learning experiences to address complex challenges Provide opportunities to reflect and make sense of new experiences Find ways to incorporate new skills sets into daily work The three phase journey in agility Learning agility Developing capacity for agility Leadership agility Enabling the enterprise Broader actions leaders take to embed agility as an enabler: Define what agility looks like in business/strategy Socialize new thinking Create learning environment Reinforce/reward agility in action Build stakeholder coalitions for success Enterprise agility

35. Overall strategic fit

36. Identify Assess internal and external talent to identify learning agility for promotion and selection Build Develop Learning Agility and critical skills through 70:20:10 approach Deploy Match talent to assignments to mitigate risk in key jobs and hone Learning Agility Secure and Sustain a Strong Bench Key Elements of an Effective Learning Agility Strategy

37. Embed Learning Agility into DNA of Your Organization Identify the right talent. Develop a learning culture. Embed learning agility into succession planning. Incorporate it in your selection process. Engage the high potentials. Differentiate development.

38. Korn Ferry Nick Huck 1700 K Street NW Washington D.C. 20006 nick.huck@kornferry.com www.kornferry.com