1. CCL President’s Message March 2008

2. Center for Creative Leadership Today’s Agenda Restructuring: Why? Restructuring: The Process. CCL’s New Organizational Structure. Restructuring: Next Steps.

3. Center for Creative Leadership Restructuring: Why? Client feedback shows lack of organizational impact. Internal feedback identified inefficiencies in Custom line. Custom consulting study confirmed inefficiencies. Overall, CCL underperforming to market opportunities.

4. Center for Creative Leadership Restructuring: Why? The total North America year-over-year growth rate was 0.2% from FY06 to FY07 and 3.6% from FY07 to FY08 forecast. The compounded annual growth rate (CAGR) has slowed significantly over the past two years (from FY06 to FY08): Open Enrollment= 2.6% Custom Solutions= -0.6% Other Income= 4.6% Total N. America= 1.9% North America Revenue $- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 FY04FY05FY06FY07FY08 FC Open Enrollment Custom Solutions Other Revenue

5. Center for Creative Leadership Restructuring: Why? CCL’s Existing Organizational Chart

6. Center for Creative Leadership Restructuring: The Process Cross-functional group, led by David Altman, formed in December 2007 to come up with several restructuring options. Options were assessed against initial key drivers: 1) grow impact and revenue 2) work more places globally with more diverse clients 3) create new offerings 4) make it easy for clients to work with us 5) improve knowledge management 6) facilitate strategic and tactical partnerships 7)generate options not requiring new and large financial investments.

7. Center for Creative Leadership Restructuring: The Process Later in the process the following additional key drivers were incorporated: 1) attract more human capital 2) emphasize talent in client-focused areas 3) anticipate future direction 4) factor in custom consultant recommendations 5) consider key OLD recommendations 6) simplify revenue and expense responsibilities 7) unleash total CCL talent

8. Center for Creative Leadership Restructuring: Core Group Members Jerry Abrams (Advisor) David Altman (Chair) Paul Draeger (Advisor) Joan Gurvis Cile Johnson Barak Karabin (Ad Hoc Member, Graphic Designer) Sara King Jennifer Martineau Katherine Pappa Bill Pasmore (Advisor) Laurita Sirimongkhon Susan Smith Sylvester Taylor Michael Van Impe Debbie Zaleschuk The following faculty/staff were added to the core team two weeks ago to help improve the recommended structure: Kate Beatty, Brent Howell, Jane Koo, Ellen Manakas, Michael Wakefield, Jim Wilson.

9. Center for Creative Leadership

14. CCL’s New Structure

15. Center for Creative Leadership CCL’s New Structure The President’s Office and GOLD

16. Center for Creative Leadership CCL’s New Structure Chief Talent Officer Group

17. Center for Creative Leadership CCL’s New Structure CFO/CAO Group

18. Center for Creative Leadership CCL’s New Structure R&I/Product Development Org Chart

19. Center for Creative Leadership CCL’s New Structure Global Markets Group

20. Center for Creative Leadership CCL’s New Structure Global Marketing Group

21. Center for Creative Leadership CCL’s New Structure

22. Center for Creative Leadership Restructuring: Next Steps Hire consultants to assist with implementation. Set timeline for phased implementation. Provide regular updates through Reorganization Sharepoint site.