Unleashing the Power of our People

1. Novartis learning Unleashing the Power of our People Brigitte E. Gubler, Head Leadership & Personal Growth Acadamy, Head Novartis Universities April, 2019

2. Business Drivers What is driving radical workforce change? Where are we now? What are the current achievements and challenges? The Future & beyond Where are we headed?

3. Business Drivers The traditional family is fast becoming atypical Rapid acceleration in longevity Shifts in migration, racial and ethnic diversity • Changes in fertility and parenthood • The rise of the Free Agent • Importance of our digital identity Business Use Only

4. New CEOVasant Narasimhan Business Use Only

5. Changing Leadership Expectations Business Use Only

6. Changing Leadership Expectations Out with the old in with the new…. Command and Control Charismatic Confidence Self-Promoting Business Use Only

7. Taking courageous steps Good-bye 20th century UNBOSS is the good-bye to 20th century hierarchies, KPIs, job descriptions, titles, bonus schemes, marketing tools and sales strategies. UNBOSS is a new mindset that turns conventional understanding of management and work on its head, and transforms limited companies into unlimited movements. Business Use Only

8. Our cultural aspiration comes to life through Employee Experience: “Moments that Matter” My first impression • “From how I was selected to how I was on- boarded, including internal job moves, my first impressions have motivated me to be my best.” “I want to leave my legacy at Novartis and continue to feel part of the Novartis extended family.” My lasting impression My impact Inspired 1 “I am energized to work on things that matter and connect with others to amplify our impact.”  “I have the right tools and technology, wherever I work and I can do my work flexibly.” My ease of doing work My growth Curious “As I grow professionally, I have the very best opportunities to learn and develop.” “I have a private life outside work with personal demands that are recognized by Novartis.” My personal moments My leadership Unbossed Competitively differentiated (next 3 years) In line with market/ industry practice and good standards My rewards “I feel appreciated and rewarded fairly with pay and benefits that matter to me.” “I’m learning to lead from role models while preparing others to lead today and in the future.” 1 On team, business and society

9. Moving from training to journeys‘Ready to Grow’ Sets a Foundation for New Leaders • RTG sets a foundation, helping people make the transition from a pure individual contributor, to an associate who leads in some capacity. • The focus is on the fundamental role of a Novartis leader, with an emphasis on people being the top priority and servant leadership. • RTG is a guided 3 part cohort/group learning journey and is completely virtual, using existing Novartis digital platformsfor classes, visual podcasts, and self-study. Business Use Only

10. Moving from training to leadership development journeys at the first line Over 2,500 people per year 9 month journeys Digital content Nudges Action workshop Peer coaching Habit building Business Use Only

11. Enabling the middle with Leading Beyond • Start !! • LEADING and top doing individual tasks • Selecting for LEADERSHIP capability and stop selecting for technical skills • Holding your direct reports accountable for LEADERSHIP and stop managing tasks • Providing clear context and outcomes and letting go • Building your network across the Novartis organization • LEADING for purpose and stop leading for profit Business Use Only

12. Guiding principles for the NBS Talent approach • Considers talent to be a shared resource rather than owned by one domain/function • Is simple, standardized and focused on the essential to drive required outcomes • Is future-oriented, strengths-based and development-focused • Models an inspired, curious and unbossed culture • Capitalizes natural strengths of countries and NGSCs (x-domain & x-divisional talent exchange) • Bottom-up and agile approach: Implement & correct based on feedback Business Use Only

13. The future and beyond

14. Building Novartis Digital Capability Building digital capability will require tailored approaches for different audiences, with a common underlying capability architecture. Initial analysis has identified three main audience groups for Digital: Leaders: Provide skills to sponsor digital projects, include digital in their strategy and create culture for digital. 1 Digital Immersion For Leaders (DI4L) Communities of Practice(inc. curated learning paths) MOOCs e-Learning + Functional / Divisional Offerings Practitioners: Develop skills and knowledge to work on digital projects or in digital roles 2 Digital Awareness Hub Digital Webinars e-Learning Communities of Practice MOOCs Awareness for all Associates: Awareness of digital, demystify & provide confidence. Create ability to generate digital ideas 3 Business Use Only

15. Digital Immersion for Leaders 3-4 Hour session that can be run locally as a leadership team and cascaded • Format: • Run by local digital champion • Hands-on feel e.g. play with data, design a trial • Select Scenarios / modules based on interest / understanding • Digital Experiments • Digital Leadership Challenges • Gamification element • Supports Culture • Over 480 Leaders signed up so far (just a couple of weeks into launch). • Rolling out to all leadership teams through 2019. Business Use Only

16. The right content when you need it Business Use Only

17. Get social with your learning Playlists for learning so employees / leaders can create and share their own paths for courses. Business Use Only

18. Email: Brigitte.gubler@Novartis.com Linkedin: BrigitteGubler