We’re Not in Kansas Anymore!

And we need a brain, AND a heart, AND real courage to thrive in this VUCA world!

Kirk FroggattDirector, Organization Effectiveness & Leadership Supply, Agilent Technologies, and

Gemini Chair in Technology Management, University of Minnesota

Kirk FroggattDirector, Organization Effectiveness & Leadership Supply, Agilent Technologies, and

Gemini Chair in Technology Management, University of Minnesota

Ob

ject

ives

for

the

ne

xt h

ou

r

Ob

ject

ives

for

the

ne

xt h

ou

r •Review changes in the context for high tech leaders

•Discuss the implications for leadership effectiveness in this VUCA world

•Explore a multi-channel approach for developing the leadership bench AND improving business results

•Share best practices and lessons learned from our collective experience

Please jump in at any time with questions, comments and your own experiences!

Ob

ject

ives

for

the

ne

xt h

ou

r

Ob

ject

ives

for

the

ne

xt h

ou

r

Developing the Leadership Bench What got us here won’t get us there

The Origins of the Cyclone

Changes in the World Around Us (VUCA)

are causing

Changes in Organization Strategy & Design

that require

Changes in Leadership Practice

and therefore

Changes in HR and OE Practices

VUCA =VolatileUncertainComplexAdaptive

Implications for Leaders

The “VUCA World” Requires

New Ways of Thinking

New Ways of Doing

New Ways of Being

New Ways of Winning

New Mind Set

New Skill Sets

New Attributes

New Approaches / Practices

Key Success Factors

What leadership success factors differentiate GREAT from good leaders in this VUCA world?

ResultsSkills &

ExperiencesAttributes

Agilent Leadership Brand

Past track record of delivering committed results in multiple contexts

Acquired domain knowledge and management abilities required for strategy formulation and execution

Intellectual capacity, drive, courage, collaboration, EQ, learning agility, and resilience

Speed to opportunity with uncompromising integrity

Example: Agilent Leadership Framework

Developing the Leadership Bench A New Mindset is Required

Old Mindset: “Leadership Development”

New Mindset: “Leadership Supply”

Develop individual leadersDevelop the leadership bench with

disproportionate focus on “pivotal roles”

Develop from within OR recruit from outside

Develop AND deploy from within AND recruit from outside

Position-based succession planning Role-based readiness planning

One-size-fits-all development programs

Customized accountability-based learning processes that disrupt, develop, assess

360 competency assessmentOutside-in and inside-out assessment of attributes, skills, experiences and brand

leadership

Focus on weaknessesFind the right “fit”, leverage strengths, correct

fatal flaws, compensate for weaknesses

Measure satisfaction with development programs

Measure leadership behavior in the eyes of followers + results vs. competitors

“Best in company” vs. internal peers “Best in class” vs. external benchmarks

Developing the Leadership Bench A Multi-Channel Leadership Supply Approach

Casting & Deployment“Deploy the right person

in the right roleat the right time”

Learning & Development“Stretch, motivate, and

grow key players”

1. Identify Future Business Requirements Strategic Plans – Key Performance & Opportunity Gaps

2. Assess Current Bench StrengthOrganization & Individual Assessment (Inside-out and Outside-In)

3.Determine Leadership Supply

Channel Strategy

Recruiting“Hire external talent

to fill key internal gaps”

Readiness Planning“Identify and prepare internal talent with ‘next generation’

potential”

Leadership Supply in Practice A Systems Approach for Improving Business Results

GM Development

GM Deployment

• Right person in right role at the right time

• Right team to complement the leader and optimize learning and results

Accountability

Focus

One-size-fits-one Learning while doing

Team Deployment

• Accountability-based learning: PIPs

• Internal AND external coaching vs. lectures

• Focus on “unlearning” old mental models

GM Assessment

• Results vs. Targets

• Qtrly Ops Reviews

• Inside-Out AND Outside-In Talent Assessment

• Ranking & Rewards

CEO-led initiative(s) basedon top business priorities

• Peer coaching and best practice sharing

• Deployment “tuning”

Surviving the Cyclone Open Dialogue

Questions?

Comments? Own Best Practices?

Own Lessons Learned?