Ensuring Our Relevance to
Business
BEST + NEXT PRACTICES
Sue Todd
President & CEO
Corporate University Xchange
The CorpU Member Network
Topic Framework
Human Capital Challenges
Strengthen
Leadership
Bench
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 managerled development
•
Develop strong
succession plans
Become
Employer of
Choice
•
•
Attract the best
talent in the
industry
Achieve top
quartile retention
of key people
Drive Business
Impact
•
Support top line
growth
•
Reduce cost
•
Increase profit
per employee
•
Improve overall
employee
engagement &
loyalty
•
Accelerate
success of
mergers &
acquisitions
•
Become a great
place to work
•
Support global
growth
•
Improve
performance
management
Projects With CARE
April 2006
July 2008
Does The Peter Bell
Fellowship Program…
Are CARE Academy
Leadership courses …
• Delivering value to the CARE
organization?
•
Develop potential, future leaders
through practical learning experiences?
• Delivering benefits we can’t yet see?
•
Bring new talent and perspectives into
the organization?
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
Competency-Centered Approaches
• Assumes there’s
one right model
Formal
Learning
• Focus is on people,
not results
• Can’t reflect rapid
pace of change
• Subjective
determination
about achievement
• Rotations hard to
coordinate
Self
Development
Leadership
Competencies
Coaching
Action
Learning
Rotational
Assignments
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
The Future of Competition
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Not Just Speed – But Constant Change
Disgusting
Virus
Cheetah
•
•
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
“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
Cisco Yesterday
10 Sr. Executives
Driving 2 Major initiatives
Cisco Today
500 Leaders Engaged
26 Cross-functional teams
NETWORKS GALORE
7X Increase in the number of WIKIS
2 Years
2X Increase in BLOGS
7 Months
7X increase in DISCUSSION FORUMS
8 Months
10X increase in video uploads to C-VISION
8 Months
25X increase in use of collaborative workspace
9 Months
Context of Work
Solutions Emerge
Multiple Right Answers
Establish Order, Move
to Complex Stage
Existing Solutions
Surprising Science of Motivation
AUTONOMY
MASTERY
PURPOSE
Daniel Pink, Author of A Whole New Mind
FEDEX DAYS – Atlassian
20 PERCENT TIME – Google
ROWE - Best Buy, Netflix
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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.
So Fast We Can’t Keep Up
• 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
Steam Engine
Highly Uncertain Future
CONVERGENCE
• New connections, new patterns
New Staring
Position
INTERNET EVOLUTION
• Transparency,
Information,
Communities
Industries?
customers?
DIGITAL ECONOMICS
• Time, space,
methods
collaborators?
products?
competitors?
innovation?
GLOBAL DYNAMICS
• Outsourcing, Protectionism,
Emerging markets?
sustainability?
value chains?
DEREGULATION
• New global
controls?,
Access to Capital
New Mental
Models
Ambiguity – Volatility - Complexity
A New
Challenge
New Games – New Rules
Change Adds New Demands
Increased
Demands
•
Middle-level
leaders are
collapsing under
the weight
of new
accountabilities
91% of leaders
agree business
complexity is
increasing*
Changing
Behaviors
More
Technical
Knowledge
Default
Solutions
•
Pace of change
leaves leaders
without new
frameworks to
solve new
problems
40% of CEOs are
failing within 2
years**
* Source: Center for Creative Leadership
** Source: Recruiter Challenger, Gray and Christmas
25 Scholars and Business Leaders
Eliminate the pathologies
of formal hierarchy.
Reinvent strategy making as an
emergent process.
Redefine the work of leadership
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.
Create internal markets for
ideas, talent, and resources.
Reconstruct management’s
philosophical foundations.
Expand and exploit
diversity..
Depoliticize decision making.
Hamel, Gary. “Moonshots for Management.” Harvard
Business Review. February, 2009
Pressure on Learning Leaders
Learning
and
Leadership
Executives
Decision
Making
Moves To
Lower
Levels
Seek New
Models
To Give
More People
Access
To Critical
Learning
Without
Spending
More Money
Executive
Education
- Expensive
- Requires
Time away
Learning
Programs
Challenged to
Keep Pace With
Business
Change
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
New Focus Around Business Challenges
Cost
Spee
d
Risk
Business
Challenge
Knowledge
Immersion
Active
Mentoring
Global
Finance
GROWTH
Emergent
competencies
Ecofriendly
Leaders Develop
Customized Set of
Competencies Tied to
Their Jobs
Supply
Chain
Brand
Networ
k
The Rise of Social Learning
eLearning
Social Learning
No collaboration or peerto-peer learning
Supports collaboration
among practitioners and
experts
Weak design led to
minimal learning
Applies learning discipline
of Ivy League
Significant technical
challenges (Integration,
Interaction, Multi-media)
Assessments check
Self-directed and isolated
Offers rapid deep dives
on urgent topics
Disappointing experience
alienated target audience
Embeds learning in work
Time-consuming process
to update content
CoPs provide feedback to
improve learning
Shifting The Approach in Corporate Learning
TEACHER
Sage On
The Stage
Critical Thinker &
Collaborator
Lecture
Demonstration
Hands on
Self Study
Passive Listening
Information
Repository
STUDENT
Peer and Thought
Leader Interaction
Cohort-based Projects
Rich Course
Resources
and Assets
Organized
Discussions
Learning
Guide
Characteristics of Social Learning Environment
Support At the Point of
Need
Always On:
- Tools, Video Lectures,
Discussions, Reading Lists
Class Project Examples
Web 2.0 Built In
- Collaboration
- Networking
- Peer Reviews
- Blogging, Journaling
CoPs
- Follow-up after the
course
- Best practices for
implementation and
action
New Focus Around Business Challenges
Explore
Diverse
Approaches
With Cohort
Frame The
Challenge;
Acquire New
Knowledge
Develop A
Strategy or
Plan
My
Current
Challenge
Get Peer
and Expert
Feedback
Implement &
Share
Practices
With CoP
Academy
Social Learning
Theory to Practice
Our Future
BREAK OUT DISCUSSIONS AND FEEDBACK
Recreate The IBM Jam Session
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?
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?
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?
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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?
Mars Leadership
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38
“Strategy” dictates the Organization, People,
Process and Systems Models
FROM:
1990s2000s2015
Strategy
SingularFocus
STORAGE
(hw, sw)
TO:
TO:
Broader Focus:
INFORMATION
(hw, sw, svcs, solutions)
Global Ecosystem Focus:
INFORMATION
INFRASTRUCTURE
Organization
People
skill set
People
mindset
Process
Systems
1. Singular
Command &
control
2. Single skill
1.Matrixed
Command & Control
1.
2.Broad business
knowledge
2.CollaborativeKnowledge
Broker
3. Functional focus
Vertical / Silo
3.Cross-functional focus
Horizontal & Vertical
3.Holistic focus
Customer-viewpoint
4. Hero behavior
“Whatever it takes”
4. Strategic, cooperative
Response; TCE; Six Sigma
4.Predictive
5. Basic, regional
Silo-centric
5. On-line, Increasingly
Global; Service Centers
5. Global, on-line self service
“True Matrix:”Influence
and Empowerment
Results
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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
EMC Strategic Planning
Process
Performance
Management
-Measure performance outcomes
-Goal setting
-Reward and Recognize
-EPAS, GOL, ACR, DSOP, TMS
Org Talent
Review
-Strategic Workforce Planning
-Talent Assessment
-Leadership & Succession Identification
-Identify development initiatives
- TMS
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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!
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