Building a Culture of Leadership
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1 NY HRPS Building a Culture of Leadership Steve Bartomioli Director, Leadership Development Programs
2 Discussion Points Changing Environment IBM s Leadership Framework Identification, Selection & Assessment Leadership Development Examples
3 IBM workforce at a glance World s largest informationtechnology company $95.8B Revenue, $18.1B Income 400,000 full-time regular employees 6,000+ executives 40,000+ managers Operations in 170 countries, divided into 5 operating teams and/or markets: North America Japan North East Europe South West Europe Growth Markets Key Business Segments: Global Technology Services Global Business Services Systems and Technology Group Software Group Sales and Distribution A highly diverse workforce: 50% workforce has fewer than 5 years of service 62% workforce is in our Services business 40% of employees work remotely not from a traditional IBM office 15% of population comes from acquisitions & outsourcing deals
4 How about you? As you consider the new normal... what is your top opportunity / challenge?
5 IBM workforce at a glance World s largest information-technology company $95.8B Revenue, $18.1B Income 400,000 full-time regular employees 6,000+ executives 40,000+ managers Operations in 170 countries, divided into 5 operating teams and/or markets: North America Japan North East Europe South West Europe Growth Markets Hot Hot Topics Key Business Segments: Global Technology Services Global Business Services Systems and Technology Group Software Group Sales and Distribution Impact of of the the economy on on Employee Engagement A highly diverse workforce: Leading Global Virtual Teams Career Development Accelerating the the development of of GMU leaders 50% workforce has fewer than 5 years of service 62% workforce is in our Services business 40% of employees work remotely not from a traditional IBM office 15% of population comes from acquisitions & outsourcing deals
6 IBM s vision building a Smarter Planet What kind of workforce do we need?. and how will we lead them?
7 Discussion Points Changing Environment IBM s Leadership Framework Identification, Selection & Assessment Leadership Development Examples
8 The IBM Leadership Framework
9 IBMers at our best: Our Competencies Embrace challenge Help IBMers succeed Partner for clients success Communicate for impact Collaborate globally Continuously transform Act with a systemic perspective Influence through expertise Build mutual trust
10 Discussion Points Changing Environment IBM s Leadership Framework Identification, Selection & Assessment Leadership Development Examples
11 Leaders developing leaders to drive growth Know each of the 60,000 business and technical leaders Define critical roles and capabilities needed for these roles Identify high potential, high performance against critical roles Systematic assessments regularly updated Provide career and experiential guidance Individual assessment development Global mentorship Communities Experiential opportunities Fully integrated approach for planning pipeline and placement
12 Integrated Leadership Development in IBM An integrated program for identifying, assessing, developing and placing 60,000 high performing, high potential leaders - - at all levels, across all businesses. PLANNING Define all roles across IBM (250, down from over 600, through discipline) Create Success Profiles for all leadership roles Define demand for leadership roles by BU and market (through the business plans) Identify critical gap roles (requiring accelerated development and recruitment) Pipeline Identification and Development Placement Regularly evaluate leadership competencies of those currently in leadership roles Assess leadership potential and functional skills of IBMers globally, with verification Provide guidance on potential career paths and personalized development plans for each IBMer, tracking progress through the IBM management system Provide innovative and extensive experiences and developmental opportunities For each leadership role, define benches of potential candidates, ensuring diversity For each opening, specify a slate of candidates, with diversity and high potential Disciplined process for placement decisions, through 5 Minute Drills Conduct annual leadership review s at all levels of the business. This company-wide process moves upward to high visibility Chairman s Reviews with action follow-ups
13 Key Roles and Success Profiles Key Roles identified by each Business Unit that require immediate focus and building Success Profiles for each key role Success Profiles contains the following elements: Competencies Capabilities (Proven Performance) Experiences (Jobs or Learning) Success Profiles have multiple purposes: Describe key capabilities needed to successfully perform the role, and developmental experiences that help build those capabilities to prepare for the role The competencies and capabilities are designed as one of many criteria used to determine readiness for role and/or help place candidates. The Success Profile components are not designed to be the only criteria used. Can be used to assess strength of incumbents, assess pipeline, and focus development activities for incumbents and pipeline
14 Discussion Points Changing Environment IBM s Leadership Framework Identification, Selection & Assessment Leadership Development Examples
15 Basic Blue for New Leaders A blended learning approach to developing new managers & leaders Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Kickoff (with Mgr) Survey E-HBDI Coaching Strategy Pre-Lab Complete All Pre-Lab Work Learning Lab Business Leadership (3 days) e-learning e-learning e-learning e-learning e-learning e-learning Open The Journey Continues Kickoff (with part.) IBM Strategy Advisor / Manager Track: Leaders Developing Leaders Accelerating Development Advantages: Structured Approach to Leaders Developing Leaders to provide relevant context Blended approach yields 39% less time in class; 60% reduction in travel Participant experience enhanced by iterative approach with same cohort... Advisor helps apply learning to work Advisors experience leadership development while participating in the development of the first line manager L E G E N D Live Virtual Classroom Business Leadership Survey Self Paced e-learning PARR Learning Lab
16 Leading Leaders: Upline Accelerator Within 3 months of appointment to new role, new uplines receive invitation to course and link to job aide for new uplines
17 The Shift in Your Role: Successful Upline Leaders 1. See the big picture align your client value proposition and priorities to strategy 2. Manage boundaries use influence to minimize organizational barriers on behalf of the client 3. Build cultural adaptability so you are successful in a Globally Integrated Enterprise 4. Manage the talent of an organization now and for the future 5. Develop leaders select, mentor and coach 1 st lines and hold them accountable for managerial work
18 GDC for Country General Managers Target Audience: Band 9 and 10 individuals who are in the pipeline (1-3 years away) for a critical country role, such as sector or brand leader etc. Critical country roles include: CGM, MD, sales unit branch leaders, AND brand leader--if they are going to move to a general management role in the future. Learning Goals Build and develop leadership pipeline based on Country Leader (CGM) Success Profile Assess current capabilities development required to perform a future country leader leader role Provide developmental feedback to participants
19 Growth Market Mentoring: The Rationale GROWTH Based on client preferences & buying patterns, success in the growth markets rides on having a strong hardware performance to lay the stage for growth in services and software.
20 Growth Market Mentoring: The Rationale GROWTH SKILLS Based on client preferences & buying patterns, success in the growth markets rides on us having a strong hardware performance to lay the stage for growth in services and software. Feedback from 5 workout sessions consistently identifies skills shortfall as a pervasive concern. We have to continue to invest in the growth markets to overcome this skills deficit.
21 Growth Market Mentoring: The Rationale GROWTH SKILLS Based on client preferences & buying patterns, success in the growth markets rides on us having a strong hardware performance to lay the stage for growth in services and software. Feedback from 5 workout sessions consistently identifies skills shortfall as a pervasive concern. We have to continue to invest in the growth markets to overcome this skills deficit. VALUE Dynamics of the marketplace are changing. Our sellers are trained to be technology sellers but the marketplace is more interested in value. Clients are interested in rapid rates of return, takeout of costs, process reduction, increase in services. This is the language of VALUE.
22 Growth Market Mentoring: The Rationale GROWTH SKILLS IBM PROFILE TO SUCCESS Growth markets must deliver significant double digit growth in Based on client preferences & buying patterns, success in the growth markets rides on us having a strong hardware performance to lay the stage for growth in services and software. Feedback from 5 workout sessions consistently identifies skills shortfall as a pervasive concern. We have to continue to invest in the growth markets to overcome this skills deficit. VALUE Dynamics of the marketplace are changing. Our sellers are trained to be technology sellers but the marketplace is more interested in value. Clients are interested in rapid rates of return, takeout of costs, process reduction, increase in services. This is the language of VALUE.
23 Growth Market Mentoring: Impact Highlights Financial Generated double the revenue of a comparison group Generated average revenue per seller 37% higher than the comparison group Achieved a win ratio of 77% (26% higher than comparison group) Potential for an additional 48 wins unresolved deals progressed an average of 1.7 sales stages Skills Increased skill levels in all three targeted categories: Value Selling ( ), Technical ( ) and Leadership ( ) Program Performance 90% report the program will improve their job performance and 85% said they are better sellers today Analysis conducted by joint HR/GBS metrics team and reviewed by STG VP Market Operations and GBS Business Analytics Partner.
24 Growth Market Mentoring: Lessons Learned Strong business support and ownership is essential for targeted mentoring programs Business needs to identify success metrics & plan to execute/fund prior to program deployment Highly-skilled resources must be matched to key deals critical for rapid deployment Pre language learning for mentors is highly recommended Communicate learning plan requirements during orientation phase Launch and demonstrate how to effectively use social networking tools to enhance mentoring program
25 Brazilian and German managers, mentoring one another Don t turn your back on your mentee.
26 Cultural Intelligence Pilot II: interviewing for a global assignment 1. What do you appreciate about culture that qualifies you to come here on assignment? 2. What is most unusual to you about our country s culture? 3. How will you overcome homesickness?
27 Developing leadership through unique experiences Enhancing expertise and career development in a globally integrating economy through The Corporate Service Corps A global training ground to develop leaders in strategic emerging markets Short-term assignments that engage IBMers with communities, governments and non-governmental organizations Since July of 2008, we have sent almost 300 IBMers from 44 countries on 29 teams to 9 countries
28 Questions?
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