1. Value Driver: Leadership
an Innovative Approach to
Strategic Leadership Development
ZFU-Conference “Excellence in Talent Management”

2. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
2

3. Higher Speed and Dynamism
Old approach leadership development
focus solely on individual capabilities
New focus on „orchestration“ because
of increased complexity and interaction
needs -> higher speed

4. Confronting the unexpected and nobody knows what
will happen next
Dr. Barbara Heitger
www.heitgerconsulting.com
4

5. High-reliability organizations, or HROs, share two essential
characteristics: They constantly confront the unexpected and
operate with remarkable consistency and effectiveness.
So it's better for HROs to allow decisions to migrate to frontline
expertise rather than to the top of pre-established hierarchies,
where positions are often filled for reasons other than
experience.
Dr. Barbara Heitger
www.heitgerconsulting.com
5

6. 1. Why Strategic Leadership Development (1)
The Enterprise of the Future & the DNA of Future Leadership
IBM Global CEO
Study 2008
Dr. Barbara Heitger
www.heitgerconsulting.com
6

7. 1. Why Strategic Leadership Development (2)
Value driver leadership development
BCG/WFPMA
Study 2008
Dr. Barbara Heitger
www.heitgerconsulting.com
7

8. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
8

9. 2. An Innovative Approach to Strategic Leadership Development (1)
Leadership - the Individual Perspective
Leadership Pipeline and Leadership throughout the enterprise
Leading...
self

self awareness, role model, passion, fit
for turbulences
others

align, challenge, support, assess
business &
function

general management skills & balance
between operative, strategic, innovative
perspective; leading managers
the enterprise

develop insight, vision & explore
opportunities, challenges of globality &
conflicting targets
Dr. Barbara Heitger
www.heitgerconsulting.com
9

10. 2. An Innovative Approach to Strategic Leadership Development (2)
Leadership - the System Perspective
Leadershipbrand

translate strategy & identity of the firm
into „what do we want our leaders & our
leadership to stand for“
Leadership of teams
& community

integrate decisions & initiatives of leaders/
managers from different levels &
functions, cultures - how is overall
leadership perceived - inside & outside the
company
Entrepreneurial
capacity

build exploring, innovating, implementing
and anchoring leadership
Procedures & tools
in leadership

supporting implementation of leadership
brand
Dr. Barbara Heitger
www.heitgerconsulting.com
10

11. 2. An Innovative Approach to Strategic Leadership Development (3)
Innovative Leadership Development
Individual focus
• leading self
• leading others
• leading business & function
• leading the enterprise
Individual Leadership
Development
„ILD“
adresses
& links
System focus
• Leadership brand - strategy/ identity
• Structures/ procedures / tools
• Entrepreneurial capacity
• Leadership community/ teams
(If completely anchored: leadership
culture)
Organizational Leadership
Development
„OLD“
Leadership @ work
Dr. Barbara Heitger
www.heitgerconsulting.com
11

12. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
12

13. 3. Example 1 - Corporate Case (1)
Top-Performer Program
Achievement of corporate
targets requires systematic
identification and development
of top performers at various
management and employee
levels
Horizontal and vertical
development
Success
Top Performer
Management Program
Junior Management Program
Self assessment
Dr. Barbara Heitger
All employees
www.heitgerconsulting.com
13

14. 3. Example 1 - Corporate Case (2)
Goals of "Top Performer"
 To challenge and cultivate the best managers from within the enterprise
 To concentrate on business-related development
 Flexible deployment of talent across all areas / horizontal and vertical
development
 Faster filling of vacant positions through development of top successors for
key positions
 Consistent promotion of close feeling of identity by managers acting in line
with the mission and embodying the core values
 Incentive to loyalty in times of highest demands on top performers as a
result, for example, of staff cuts
Dr. Barbara Heitger
www.heitgerconsulting.com
14

15. Individual focus
system focus
3. Example 1 - Corporate Case (3)
Development modules
Networking
•Kick-off event
•Community Day
•Work on corporate top strategic challenges
•Inside-Outside
•Closing event
Feedback program
•Management
appraisal
•Optional 360°
Feedback
•Development
discussion with
HRD and superior
Challenge
on-the-job
•Deputization
•Challenge =
particularly
challenging task at
horizontal level,
special project
work
•Job rotation
Dr. Barbara Heitger
Skill training
•Communication
•Change mgmt
•Leadership and
management
•Business upgrades
www.heitgerconsulting.com
15

16. 3. Example 1 - Corporate Case (4)
Support from board members
 Support from board members for following modules:
 Selection of candidates
 Kick-off event
 Community Day, Inside-Outside
 Closing event
 Partially: mentoring for projects (challenge on-the-job)
 Time: total of approx. 0.5 days per board member
 Benefits:
 Direct contact with middle management
 Motivation of participants through increased visibility towards entire
board of management
 Embodiment of values / role model function / orientation
 Acknowledgement of top performers
 Making strategy tangible / hands-on
 Communication of requirements / expectations to middle
management
Dr. Barbara Heitger
www.heitgerconsulting.com
16

17. 3. Example 1 - Corporate Case (5)
Key success factors
 Generation of realistic expectations through
- focus on the job and
- horizontal career approach
 All development modules will continue to be developed, tailored to
internal customers' requirements.
 Clear communication of demands on top performers and superiors
 Consistent implementation of development plan
 Intermeshing with strategic focus
Dr. Barbara Heitger
www.heitgerconsulting.com
17

18. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
18

19. 4. Framework for Development (1)
Research Question - How does „change & learning“ work
When you think about your career as a manager, certain events or episodes
probably stand out in your mind – things that led to a lasting change in you
as a manager.
Please identify 3 key events in your career, things that made a difference in
the way you manage now.
•
•
What happened?
What did you learn from it (for better or worse)?
Copyright CCL
Dr. Barbara Heitger
www.heitgerconsulting.com
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20. 4. Framework for Development (2)
The Variety of Experience
Challenging
Assignments
Learning
from Others
• Scope
• Values
Playing Out
• Fix it
• Start from Scratch • Role Models
• Line to Staff
• Projects/
Task Forces
Hardships
Other
Events
• Business Failures
• Course Work
• First
& Mistakes
• Demotions/ Missed
Promotions/
Lousy Jobs
• Breaking Out
of a Rut
• Personal Trauma
• Employee
Supervisory
Experience
• Early Work
• Purely
Personal
Performance
Problems
Copyright CCL
Dr. Barbara Heitger
www.heitgerconsulting.com
20

21. 4. Framework for Development (3)
Players & Ingredients
Company
System
Group
Assessment
Support
Challenge
Development
Individual
Source: Amel Karboul; based on CCL model
Dr. Barbara Heitger
www.heitgerconsulting.com
21

22. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
22

23. 5. Example 2 - Hidden Champion (1)
Strategic Innovation „live“ - New Ideas & new Energy guaranteed
Learning Journey to other successful companies to explore ideas to
this core question:
„We might face dramatic turbulences in market - & technology development being extremely successful for years! How do other companies deal with
similar challenges in order to stay market leader for the next 10 years?“
Dr. Barbara Heitger
www.heitgerconsulting.com
23

24. 5. Example 2 - Hidden Champion (2)
Goals
•
•
•
•
•
•
Deepen understanding about prerequisites of successful implementing
strategic innovation
Get to know tools, processes, programs & leadership initiatives that
create innovation, explore & overcome company specific barriers of
strategic thinking
Challenged from “outside in“
Establish “outside the box thinking“ as leadership attitude
Foster entrepreneurial capacity in strategic innovation - get out of
“comfort zone“
Align leadership community for innovation need, ideas & initiatives
Dr. Barbara Heitger
www.heitgerconsulting.com
24

25. 5. Example 2 - Hidden Champion (3)
Highlights and Critical Success factors
•
•
•
•
•
•
•
•
Strong Projectmanagement team and board support
3 x 3 x 3 - 3 learning journeys for 3 days to 3 companies and their „world of
strategic innovation“
Learning journey with a clear and challenging agenda: exploring - understanding getting ideas/ transferring
Organizational self assessment of company - high impact training - challenging
facilitation as success factors
Systemic and intensive dialogues with visited companies generated deep insights
and created future networks inside and outside the company
Mixed “travelling teams“ (business unit function/ level/ country) enriched sharing
and creating new ideas
The international management conference as platform for sharing and prioritizing:
Focus on dialogue and “internal market process“(strategic innovation initiatives!)
Concept - contract - commitment to strategic innovation initiatives
Dr. Barbara Heitger
www.heitgerconsulting.com
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26. 5. Example 2 - Hidden Champion (3)
Steps
Explore
• coreteam
• organization diagnosis
• careful selection and
briefing of firms
•develop core question
• kickoff for journey
teams
preparation
Understand &
generate ideas
prioritize and
transfer
• intensive sharing
during journey
• visiting outstanding
companies
• coaching & challenging
by external consultants
• dialogue integrates
ideas and insights
• generate initiatives
• develop take-home
agenda on individual,
group and company
level
the journey
Dr. Barbara Heitger
the international
management conference
www.heitgerconsulting.com
26

27. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
27

28. 6. Navigation System for Leadership Development (1)
Individual adressed as
... Person
Goals
General management skills
Leading self and others entrepreneurship
Leadership and teachable moments
... Function in Leadership Pipeline
Programs along levels:
Talent/Potential/Transition/Mastery
... Member of Leadership Team and
Community
differentiate and integrate perspectives:
X- level, x functional
x -national, x -divisional
... Contributor to "Leadership brand"
("uniqueness“) & entrepreneurial capacity
provide and develop core identity and link to corporate
development and strategy
Dr. Barbara Heitger
www.heitgerconsulting.com
28

29. 6. Navigation System for Leadership Development (2)
Evaluation of Cases
Case
Top Performer Program
Dr. Barbara Heitger
www.heitgerconsulting.com
29

30. 6. Navigation System for Leadership Development (3)
Evaluation of Cases
Case
Learning Journey
Dr. Barbara Heitger
www.heitgerconsulting.com
30

31. 6. Navigation System for Strategic Leadership Development (4)
Leadership @ work
Strategy/Identity
Leadership
Development individual and
organizational
Management & HRTools/ Instruments
State of the Art
Leadership
Development
Dr. Barbara Heitger
www.heitgerconsulting.com
31

32. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
32

33. 7. What‘s the gain (1)
•
focus on leadership brand - what do we as a company
want our leadership to be known for?
(in relation to our core identity and our strategy)
•
focus on most powerful levers by optimal mix of individual &
organizational leadership development
•
provide transfer and sustainable implementation specifically by OLD
•
Leadership & -development as value drivers for corporate success
•
HR as Strategic Partner
Dr. Barbara Heitger
www.heitgerconsulting.com
33

34. 7. What‘s the gain - the questions (2)
•
keep it simple
•
further develop evaluation & measurement
•
tailorize! customize! - what‘s the company ready for?
Dr. Barbara Heitger
www.heitgerconsulting.com
34

35. Agenda
1. Why Strategic Leadership Development
2. An Innovative Approach to Strategic Leadership Development
3. Example 1 - Corporate Case
4. Framework for Development
5. Example 2 - Hidden Champion Case
6. Navigation System for Strategic Leadership Development
7. What‘s the gain
8. Backup
Dr. Barbara Heitger
www.heitgerconsulting.com
35

36. 8. Backup
State of the art Leadership Development in the USA & Europe
USA
Europe
„Hero CEO“
Ambivalent attitude towards senior
leadership
Open envolment & case studies
(business schools)
Customized within company
Assess - support - callenge 
consistency on individual level
Action learning  consistency on
corporate level, less assessment &
challenge
Tooldriven & pragmatic approach
Tools & theory based
One stop seminars
Modules/ programes
Leadership is an essential topic in
politics, non governmental sectors,
education, business
Leadership is primarily an essential
topic in business
Dr. Barbara Heitger
www.heitgerconsulting.com
36