2. PERCEIVED IMBALANCES IN
ORGANIZATIONS
INVEST MONEY ON TRAINING NO CULTURE DEVELOPED
DEVELOP AND TRAIN HIGH POTENTIALS HIRE OUTSIDE TALENT
DETAILED LEADERSHIP COMPETENCY
MODELS
NO STRATEGIC INITIATIVES
ON THE JOB LEARNING IS MORE STILL CONCENTRATE ON CLASSROOM
EVENTS
HIGH LEVEL OF SCRUTINY FOR LEADERSHIP
DEVELOPMENT PROGRAMS
GREATER DEMAND FOR BUILDING
CAPABILITIES
3. 3 ELEMENTS TO DEVELOP LEADERSHIP
DEVELOPMENT STRATEGY
BEYOND SKILLS
TRAINING
BEYOND INDIVIDUAL
DEVELOPMENT
PLANS
BEYOND FORMAL
TRAINING
5. BEYOND INDIVIDUAL DEVELOPMENT
PLANS: BUILD PIVOTAL
CAPABILITIES THAT DRIVE THE
BUSINESS
Shift the focus from Competency based models to
Pivotal Capabilities of the organization
Individual’ s challenges != organizational challenges
One program at the pivot – cascading through the
multiple leadership levels
E.g. AT & T : One AT& T for all its acquisitions
100,000 employees in 6 months
3 major capabilities: Innovation, Collaboration,
Customer Centricity
6. BEYOND FORMAL TRAINING: INTEGRATE LEARNING
INTO WORK PROCESS AND ENVIRONMENT
People cannot move from incompetence to mastery in one step
Learners go through multiple levels of action and reflection
The performance lowers and then increases
Level of support from organization is very essential
7. What great organizations do?
Integrate learning across the spectrum from formal to informal to drive continuous
improvement
Build in ongoing opportunities for reflection and application of knowledge.
8. What CEOs should do to transform?
TRANSFORMATION
PREPARE THE
JOURNEY
FUND THE
JOURNEY
ORGANIZE FOR
SUSTAINED
PERFORMANCE
REINVENT THE FUTURE
Source: BCG Henderson Institute,
The Transformations that Work –
and Why
