Presentation Transcript

1. 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 Speed pipeline throughput Improve HiPo identification & development Meet generational needs Engage leaders as teachers Ensure manager- led development Develop strong succession plans Support top line growth Reduce cost Increase profit per employee Accelerate success of mergers & acquisitions Support global growth Improve performance management 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 Align learning with key business priorities Organize L&D to support continuous business change Execute learning program design and delivery efficiently Measure learning impact
4. Projects With CARE April 2006 July 2008 Does The Peter Bell Fellowship Program… Are CARE Academy Leadership courses … 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 ofExcellence 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 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 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. In the past… 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 So Fast We Can’t Keep Up Steam Engine
19. Highly Uncertain Future 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 value chains? GLOBAL DYNAMICS 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 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 pathologiesof 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 and Leadership Executives Seek New Models To Give More People Access To Critical Learning Without Spending More Money
23. Flawless execution is no guarantee for success anymore All execution becomes a corporate learning experience Embedding Learning In Research and Work LEADERSHIP CULTURE BUSINESS PROCESS Source: Amy C. Edmonson. “The Competitive Imperative”. Harvard Business Review. July-August, 2008
24. New Focus Around Business Challenges Cost Speed 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
26. Shifting The Approach in Corporate Learning Lecture Demonstration Cohort-based Projects Organized Discussions TEACHER Sage On The Stage Critical Thinker & Collaborator Peer and Thought Leader Interaction Hands on Self Study Rich Course Resources and Assets Passive Listening Learning Guide Information Repository STUDENT
27. Characteristics of Social Learning Environment
28. New Focus Around Business Challenges Academy
29. Social Learning Theory to Practice
30. Our Future BREAK OUT DISCUSSIONS AND FEEDBACK
31. Recreate The IBM Jam Session
32. 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?
33. 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?
34. 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?
35. 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?
36. Mars Leadership
37. “Strategy” dictates the Organization, People, Process and Systems Models Broader Focus:INFORMATION (hw, sw, svcs, solutions) Global Ecosystem Focus:INFORMATION INFRASTRUCTURE 1.Matrixed Command & Control 1. “True Matrix:”Influence and Empowerment 2.CollaborativeKnowledge Broker 2.Broad businessknowledge 3.Cross-functional focus Horizontal & Vertical 3.Holistic focus Customer-viewpoint 4. Strategic, cooperativeResponse; TCE; Six Sigma 4.Predictive 5. Global, on-line self service 5. On-line, IncreasinglyGlobal; Service Centers "We" "Us" FROM: TO: TO: 1990s2000s2015 SingularFocus STORAGE (hw, sw) Strategy Organization 1. SingularCommand & control Peopleskill set 2. Single skill 3. Functional focus Vertical / Silo Peoplemindset 4. Hero behavior“Whatever it takes” Process 5. Basic, regional Silo-centric Systems "me" Results
38. 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 -Strategic Workforce Planning -Talent Assessment -Leadership & Succession Identification -Identify development initiatives - TMS Measure performance outcomes Goal setting Reward and Recognize EPAS, GOL, ACR, DSOP, TMS
39. Expectations of Senior Leaders at Pfizer Lead Our Path Forward Think, act and decide as general managers Manage paradox Breadth of competence AND depthof 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 greatestdriver of growth! Senior Leader Excellence Profile 44