Russian Call Girls In Rajiv Chowk Gurgaon ❤️8448577510 ⊹Best Escorts Service ...
Aligning Leadership Development With Strategy
1. ALIGNING LEADERSHIP DEVELOPMENT
WITH CORPORATE STRATEGY
COMMON CHALLENGES
Sean P. Kennedy
Senior Strategic Relationship Manager
Harvard Business Publishing
2. EVEN THE BEST STRATEGIES ARE POORLY EXECUTED
According to research by HBS Professor John Kotter,
70% of major corporate initiatives fail.
Initiatives are scrapped before launch
Change fails to take root
Timelines and targets are missed by large margins
Strategy never makes it out of the executive suite.
Plans are formulated in isolation
Goals and incentives are not aligned
Initiatives are perceived as flavor-of-the-month
Corporate strategy fails when it is not translated into frontline action.
3. LEADERSHIP TURNOVER STALLS PROGRESS
According to transitions expert Michael Watkins,
roughly 25% of managers in Fortune 500
organizations move into new roles each year.
Many fall into common traps that sap their ability
to be effective
Even successful transitions take months before
leaders have a positive net impact on the
organization
Few organizations put effective processes in place to accelerate the contribution of
leaders in new roles.
4. LEADERSHIP PIPELINE IS INADEQUATE TO FUEL GROWTH
In a recent HBP study, 30% of organizations report that
they are already struggling to fill leadership positions.
An additional 46% anticipate significant shortages
within 3-5 years.
Over-reliance on outside hires
Too few “ready-now’s”
Loss of talent in key populations
Growth plans are delayed
Promising initiatives are not pursued.
Pace of geographic expansion is slowed.
Organizations spend increasing amounts of energy assessing potential, but the pool of
qualified candidates for succession is shrinking.
5. LEADERSHIP DEVELOPMENT DOESN’T REFLECT THE STRATEGY
According to research from Dave Ulrich and Norm Smallwood,
60 – 70% of leadership consists of following the Leadership Code
The basic skills of leadership
Common across organizations
The other 30 – 40% consists of Leadership Differentiators
Competencies that set you apart from the competition
Leader behaviors that align with customer expectations
Skills that enable your unique value proposition
Most broad-based development initiatives are based on competency models that are
all but interchangeable.
6. TRADITIONAL ILT PREDOMINATES
Majority of Development is Event-Based
Learning is isolated from work
No structures to drive behavior change
Availability is Limited
New leaders get trained after 1-2 years in role
Non-HQ staff feel ignored
Units cobble together local solutions
Costs are High
Travel costs and time away from office
Central and local spends are not coordinated
Companies still lag in taking advantage of innovative delivery methods to better
serve their diverse populations
7. EXECUTIVES QUESTION THE VALUE OF THE INVESTMENT
Traditional Training Metrics Dominate LEADER EFFECTIVENESS STRATEGY EXECUTION
“Smile sheets” •Learner Surveys •Awareness of Strategy
•360 Feedback Deltas •Action Learning
Hours of training delivered Projects
•Employee Surveys
Completion rates and test scores •Key Initiative
•Action Plan Data
Milestones
•Top and Bottom Line
Leadership Development Budgets are Vulnerable Performance
Focus is on cost containment
Arbitrary cuts are demanded
LEADERSHIP PIPELINE CULTURE/BRAND
New funding requests are frequently denied •Turnover Ratios •External Awareness of
Leader Brand
•Percent Ready-Now’s
•Customer Satisfaction
•Time to Fill Leadership
Scores
Positions
•Employer of Choice
•Bench Strength in
Measures
Pivotal Roles
•P/E Ratio
Firms continue to employ learning measurement strategies that emphasize
activity over impact.
8. WHO WE ARE
MBA PROGRAM
HARVARD BUSINESS SCHOOL
• Individual Focus
• On Campus Experience
• Candidate Pool
EXECUTIVE EDUCATION
• Highly Targeted Audience
• On Campus Experience
• Develop Highest Levels
HARVARD BUSINESS PUBLISHING
• Scalable Audience
• Wherever You Are
• Drive Learning at All Levels
9. LEADERSHIP DEVELOPMENT PHILOSOPHY
Rooted in 100 years of HBS History
Learning from Others
Participant Centered Learning (Case Method)
Learning from experts and peers
Reflection, discussion, and questioning
Learning by Doing
Action learning
Structured reflection
Performance support
Leader-as-Teacher
Creating models of success
Building teachable points of view
Becoming a “teacher” reinforces learning
10. OUR APPROACH
Increase Reach and Scale of Leader Development
Offer an integrated portfolio of programs
Learning Architecture
Vary delivery methods to optimize the investment
Combine delivery methods to maximize
effectiveness Organizational
Strategic Leaders in
Effectiveness
Imperatives Transition
Enable Your Strategy Building the Building Skills Building Pipeline
Target key business challenges Business
Performance
Target “pivotal” populations and skills Newly
Management
Promoted
Growth
Executives
Drive action with strategy-focused programs Team Leadership Leaders
Communication Skills
Innovation
Senior Leaders
High Potential /
Business Acumen
Build Your Leadership Brand Emerging
Change
Mid-Level Managers Decision Making Leaders
Target key skills and competencies Employee
Frontline Leaders
New Managers
Development
Transmit culture with leaders-as-teachers
Build Your Leadership Pipeline
Build effectiveness within levels
Support newly promoted managers
Target investments in hi-potential and emerging
leaders
11. ENGAGING EMPLOYEES IN YOUR STRATEGY
Resource Centers
Frame Key Strategic Issues
Insights from our Experts
Messages from your Executives
Spark New Thinking
Discussion Guides
Conversation Starters
Drive Behavior Change
Manager Toolkits
Action Plans
12. CONNECTING LEADERS ACROSS YOUR COMPANY
Blended Cohort-Based Programs
Bring Expert Perspective
Sessions with HBP and Internal Experts
Access to Content from Thought Leaders
Foster Peer-to-Peer Learning
Virtual Cohort Groups
Moderated Discussions
Peer Directories
Drive Behavior Change
Action Learning Teams
Application Exercises
13. REACHING MANAGERS WHERE AND WHEN THEY NEED
Tailored Online Learning
Scale with the Highest Quality
Performance support resources
Online courses and tutorials
Simulations
Target Your Needs
Key behaviors
Levels of competency
Guide Learning
Paths by level
Paths by development need
Paths by task
Drive Behavior Change
Application Tools
Action Plans
14. IMPLEMENTATION AND LEARNING SERVICES
YOUR GOALS NEEDS ASSESSMENT DELIVERABLES
Executive Interviews
Transform Leader Leadership Development
Development Architecture
STRATEGIC PARTNER Process Reviews
Drive Strategic Initiatives Curriculum Designs
Stakeholder Focus Groups
Program Designs
Launch New Initiatives Stakeholder Interviews
IMPLEMENTATION Customizations
Test Innovative Approaches Learner Surveys
PARTNER Project Plans
Drive Transfer/Impact Learner Focus Groups
Facilitation Assistance
Competency Frameworks Content Maps
Source Content
CONTENT PARTNER Assessment Data Templates
Augment Existing Programs
Learning Objectives Technical Assistance