Agenda. Day 1: Thursday, April 26, 2018

Transcription

1

2 Agenda Day 1: Thursday, April 26, :00 9:15 am Opening Comments Harris R Ginsberg, Program Director, The Conference Board 9:15 10:15 am A1: Keynote Address: Leadership Accountability What It Really Takes to Transform a Company Companies across all industries face unprecedented change today. Many need to transform to remain relevant and viable. The key to success lies in a company s ability to engage leaders to help drive organizational transformation. The challenge, however, is that this change is much easier said than done. You will gain practical insights on what really works when you need your leaders to step up in new and different ways. Session Outcomes: Explore why leadership accountability matters more than ever Discuss the pathway to transform your leaders so they can step up to lead change Learn research findings and gain consulting insights gleaned from working with global organizations Understand what HR leaders must do to lead organizational transformation Vince Molinaro, Global Managing Director Leadership Transformation, Lee Hecht Harrison 10:15 10:30 am: Break 10:30 11:15 am B1: Social Capital: Using ONA to Unleash Potential throughout an Organization This session will combine some recent research with multiple case studies to demonstrate how understanding networks can unleash hidden leadership potential. Traditional leadership models focus heavily on human capital centric approaches such as building out comprehensive talent management systems, validating competency models, and designing effective development programs. Recent research suggests that we need to more strongly consider social capital strategies in driving both performance and innovation within complex organizations. This presentation will showcase how the use of network analysis can enable organizations to better understand how social capital helps to initiate, develop and amplify ideas. The session will then focus on how to facilitate the interplay between three very specific network roles brokers, connectors, energizers and connectors in order to enable agility. Two primary aspects of social capital group cohesion and brokerage are particularly relevant to organizational practices. This session will also discuss the critical connections necessary to drive organizational agility by fully leveraging the competitive advantages of group cohesion to drive development, while also enabling the organization to more effectively innovate and adapt to the challenges of tomorrow through brokerage. Michael Arena, Global Talent and Development, General Motors B2: Leadership Essentials Cognitive technology and digital solutions are radically transforming markets, economies, and businesses around the world. IBM is no exception and with changing times, we have reinvented our company for well over a century. Our approach to leadership development continues to evolve as well. Through all phases of the leadership lifecycle, (Identification, Assessment, Development and Progression) we are utilizing data and predictive analytics to augment decisions. This creates user-centric enablement, processes, and tools that establish a culture of global enterprise leadership. We will explore how IBM is maintaining the balance between simple, sticky, and scalable approaches to drive coherence and clarity across the company. Digital first, cognitive to the core and science-based principles guide us on creating solutions to keep pace with the dynamic, data rich, and complex realities our leaders face every day. This approach enables all IBM leaders to embody our Leadership Essentials: Win Together, Build Tomorrow, and Fuel Performance. Jason Trujillo, Director, Leadership Development, IBM 11:15 am 12:00 pm C1: In Search of Leadership Excellence in Silicon Valley Palo Alto Networks, a cyber-security company, is one of the fastest-growing companies in Silicon Valley, with an average CAGR of 103% over the last 10 years. Developing outstanding leaders and many more of them! is a business imperative at the size and growth velocity of the company today, with over 5,000 employees in 50 countries. Starting from scratch, the Talent Development team had to gain senior leadership buy-in to fund every single one of their initiatives. Learn about the partnerships they formed and the simple techniques they pioneered, from a personal Leadership Impact score to a series of snackable learning bites that allowed them to quickly scale and reach 1,000 people leaders around the world. Rich Taylor, Senior Director, Global Talent Development, Inclusion & Diversity, Palo Alto Networks C2: American Express: Our Journey to Becoming a Leadership Academy Company. With an overriding American Express Leadership Philosophy, AMEX has embarked on a Leadership Journey that establishes a trajectory for the future. You will take a look back at why we started on this journey, where we are today and where we are headed in the future. Jyoti Rai will provide examples of leadership program examples, proof points and outcomes where possible as well as sharing Leader and employee testimonials around the impact of the Leadership Academy and how grows great leaders and prepares our employees to take on bigger leadership roles in the future. Jyoti Rai, Senior Vice President of Global Talent, AMEX For sponsorship opportunities, please contact michael.felden@conferenceboard.org

3 12:00-1:00 pm: Lunch 1:00 1:45 pm Concurrent sessions D1: Applying Neuroscience to Leadership Development Leadership development investments should be measured by their ability to enable lasting behavior change. Many leaders find leadership frameworks to be too exhaustive: an overwhelming menu of ideas and competencies that don t necessarily fit together or reinforce one another. Neuroscience research suggests we take a radically simpler approach. Join NeuroLeadership Institute s Dr. David Rock and Mary Slaughter for insights into the optimal design and delivery of these programs, complete with examples of how companies are applying the research and tailoring their experiences to accelerate new behaviors. David Rock, Director, NeuroLeadership Institute Mary Slaughter, Executive VP, Global Practices and Consulting, NeuroLeadership Institute D2: Building a Succession Management Process from the Inside Out This interactive session will focus on Yale New Haven Health System and its Leadership Continuity/Succession Management journey over the past ten years. The CEO has fully owned and embraced this process by using it as a strategic intervention. The next step in the journey is to drive development planning to make it actionable at every level of the organization. Transparency is powerful and we have discovered a tool that has opened the door to include the whole person in the leadership development conversation. Learn more about our journey through succession, culture and creating an environment of authenticity. Blending the what and the how of leadership development and creating a culture of excellence, while making succession management a tangible and competitive differentiator in the marketplace. Jay Morris, Ph.D., Vice President, Education & Executive Director, Institute for Excellence, Yale New Haven Health 1:45 2:00 pm: Break 2:00 2:45 pm Concurrent sessions E1: Kimberly-Clark Technical Leader Pipeline Development Program Facing impending retirement gaps among senior technical talent and responding to employee engagement feedback citing a lack of career opportunities for technical talent, Kimberly-Clark initiated processes to identify and develop top technical employees. This work focuses on Researchers, Scientists, Product Developers and Engineers from across K- C s global business units. These employees are at the heart of ensuring K-C continues to bring innovations to market that address the needs of our consumers. In 2016, we established a process for identifying high potential technical talent who could be groomed for future Technical Leadership roles. We then launched a program to develop this select group of technical talent. The nuance is that these individuals are being developed for senior individual contributor, technical expert roles and thus differs from other leadership development programs in place at K-C. The program is based on research that was conducted by Kimberly-Clark and Purdue University. This research was titled Big Picture Thinking and uncovered the practices that produce breakthrough thinking, which are critical to K-C s continued business success. After a successful first year in 2017, we have established a three-year journey that starts with building participants breakthrough thinking skills and progresses to application of those skills to strategic projects that yield business and consumer impact. David Mahl, Sr. Talent Management Consultant, Kimberly-Clark E2: Talent Experience Design and the Modern Leader The demand for dynamic and adaptive leaders is steadily increasing. In this session, learn how a global enterprise provides compelling digital and experiential leadership development to talent. Chris Baer leads global leadership development for Marriott International and will provide insight into how his team creates learning experiences for leaders in a digitally super-charged business environment. This session covers the approaches to creating a global culture of execution and innovation at scale, bringing humanity to the digital realm, and how culture and technology intersect to create winning outcomes along with learnings that have surfaced along the way. Christopher Baer, Vice President, Global Leadership Development + Experience Design, Marriott 2:45 3:30 pm Concurrent sessions F1: Create Learning Communities to Engage A Sustainable Leadership Leadership development is a big investment. Do we always see the results? Providing learning that truly shifts behaviors and supports leaders long-term is paramount. Layering intentional community building practices in learning design is a simple and intentional and will result in creating learning communities and lasting growth. The session will share a case study at Getty Images and will focus on learning design tips to create learning communities. Other community building practices will be shared to consider introducing in your organization to engage leaders in a growth mindset beyond formal learning programs. Faced with the challenge of sustainable learning for long term leader growth, their Leader Foundations program carefully crafted community building intentionally. This increased leadership engagement globally which supported long term growth, a shared language of leadership, collaboration across global offices and leader confidence in supporting their teams and accelerating team performance. Marian Spurrier, Director Talent & Development, GYK Antler

4 F2: Rise of the Machines Plugging New Technology into HR Robotic Automation. Machine Learning. Artificial intelligence. What does it all mean for HR? As a talent leader, what are the best use cases for things like bots and AI? In this session, Oracle s Mike Andrus delves into leveraging new technology and explores how it can elevate your talent management practices. Mike Andrus, VP, HCM Transformation, Oracle 3:30 3:45 pm: Break 3:45 4:30 pm G1: Lessons learned: Building Enterprise-Wide Leadership Development Programs The case for expanding enterprise-wide leadership development programs can be an uphill battle. How can we get buy-in from our senior leaders? What existing resources can we leverage? How much will it cost? Who are strategic internal partners? What will we gain and how will we measure success? We ll share our journey on how we tackled these questions by starting off with a pilot program and growing it to a suite of leadership development offerings that aim to grow our internal leadership pipeline. Jamie Elwell, Leadership Development Consultant, Progressive Insurance study. The forecast focuses on current and emerging topics such as leadership strategy, raising leader engagement, making the most of high-potential leaders, millennial leaders, building a coaching culture, retention and role of purpose in business. Amy Abel, Managing Director, Human Capital, The Conference Board H2: Finding the Success in Succession Planning Nearly every organization says succession planning is critical, so why are so few getting it right? We set out to research this puzzling gap between intention and execution in a discipline we know is critical to strong company performance. Through surveys and interviews with senior line executives and HR leaders, we found consistent issues that are keeping them from effectively identifying and developing their future leaders. Join us as we share our findings and explore leading practices to close the gap in order to move succession planning from a weakness to a strength. Jeff Rosenthal, Managing Director, Deloitte Consulting LLP 5:30-7:00 pm Reception G2: Simplifying Complexity of Coaching and Succession Planning in a Large Complex Organizations often attempt to meet the complexity of their structure, markets, and challenges with more and more complex processes. The result is burdensome processes that, at best, drive compliance, and at worst, are not understood or effectively leveraged by managers and employees. During this session examples of how dramatically simplifying processes with the end user in mind leads to greater impact. Two key processes executive coaching and succession management will be highlighted as case studies to demonstrate the power of designing simple approaches to talent practices that drive desired behaviors and outcomes. In addition, lessons learned through the change management process will be shared. Matthew Dreyer, Vice President, Talent Management, Prudential Financial Beverly Wallace, Vice President, Executive Development, Prudential Financial 4:30 5:30 pm H1: Global Leadership Forecast: Strategy Is Nothing without Executive Leaders to Execute The Global Leadership Forecast (GLF) is the largest research study of its kind, examining the state and business impact of leadership development practices and leader experiences within and across organizations in major industries and economies around the globe. More than 25,000 global leaders and 2,000 organizations contributed to this new research Day 2: Friday, April 27, :30 8:45 am: Opening remarks 8:45 9:30 am I1: Keynote Address Reimaging Leadership Development at the World s Largest (and Yes, Complex) Philanthropy In early 2016, the Bill & Melinda Gates foundation CEO, Sue Desmond-Hellmann made a decision: creating a culture built for impact would be her top leadership commitment. The foundation s financial, technical and reputational capital remained unprecedented, but it was clear that the whole consisting of 29 disparate strategies - didn t equal the sum of its parts. Hear the unfolding story on how developing leaders with new and adaptive leadership capabilities (to complement their already strong technical capabilities), became a key leverage point for navigating organizational complexity, boosting innovation and creating a culture for maximum impact in the world. Unique aspects of the approach include: focus on vertical, boundary-spanning development over competencybased development; maximizing heat experiences and colliding perspectives via cohort and work-based learning; and opening leadership development to all employees, regardless of level, as well as alumni and external partners. Chris Ernst, Global Head, People & Organization Potential, The Bill and Melinda Gates Foundation For sponsorship opportunities, please contact michael.felden@conferenceboard.org

5 9:30 10:15 am J1: Panel: Meeting the Challenge of a New Generation of Workers The beliefs and traditions that made companies so successful for the last 100 years are not what fuels and inspires the millennials who now occupy many of the start-ups emerging from Silicon Valley. There has certainly been a considerable amount of research and popular press on millennials. Some bemoan their resistance to process, their need for constant positive feedback or actively promoting work/life balance. But what is also true is their desire to create systems, processes and beliefs that are personally meaningful, drive performance and produce results. The dynamic interactions of current generations at work compel organizations to rethink leadership development. Moderator: Mary Manoogian, Organizational Leadership Practitioner, Center for Creative Leadership Panelists: Barbara Rodriguez, Head, Enterprise Succession Management & Organization Capability, J&J Jennifer York, Manager, Leadership Development, Ball Corporation David Yozzi, Director Global Sales Learning, Twitter 10:15-10:30 am: Break accomplishments, lessons learned, and the work ahead. Chris Trout, VP, Enterprise Learning and Development, The Walt Disney Company 12:00 12:45 pm M1: Succession and Leadership: Creating a Viable Pool of Ready Successors The personal stories of presidential triumph and tragedy can inspire but as we continue to see rapid turnover in our most executive offices, how do we use these lessons to build future executives? Join Dr. Crystal Miller, system-wide director of leadership development for the California State University, as she explores the compelling presidential narratives and research design used to build the next generation of executives in an increasingly turbulent and socially provocative time. With over 23 campuses, 55,000 employees, and 479,000 students the California State University is the nation's largest public education system and provides a unique perspective on scaling executive leadership while providing maximum autonomy. Crystal Miller, Director, Leadership Development, California State University 12:45 1:00 pm Close 10:30 11:15 am K1: Transformation Organization, Transformative Leaders Suffolk s vision is to transform the construction experience by building smart. The organization empowers its people to think differently, work collaboratively and execute flawlessly on the most complex and sophisticated building construction projects in the country. The firm s build smart approach to planning and constructing projects is revolutionizing the construction industry and redefining what it means to be a builder. Learn how Suffolk s People & Culture team created an award winning three-day immersive learning and acculturation experience for new employees. This high-touch program called We Are Suffolk helps new team members learn more about Suffolk s core values, strong culture, history and strategy while providing participants direct access to key organizational leaders. Steve Pratt, Senior Director, Learning & Development, Suffolk 11:15 am 12:00 pm L1: A Journey of Learning: A Segment & Enterprise Partnership Finding ways to drive growth amidst a rapidly changing environment is a challenge that all businesses face. Finding ways to do so is particularly important for large diverse organizations. The Walt Disney Company (TWDC) encompasses multiple business segments spanning media, parks & resorts, studio, and consumer products. TWDC has been on a journey of building a connected and common approach toward the growth and development of employees all in pursuit of growing and driving future success. This journey has shifted both what we focus on and how we think about developing employees. Join us for a discussion of

6 REGISTRATION INFORMATION Online Phone :30 am 5:30 pm ET, Monday Friday New York, NY Pricing: REGISTER EARLY AND SAVE Members $2,295 Non Members $2,895 Fees do not include hotel accommodations. Locations New York Marriott Downtown 85 West Street New York, NY Tel: (212) Hotel Cut Off Date: April 4, 2018 Cancellation Policy Full refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting. No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel prior to the meeting will be charged the entire registration fee. Team Discounts per Person For a team of three or more registering from the same company at the same time, take $300 off each person s registration. One discount per registration. Multiple discounts may not be combined The Conference For sponsorship Board, Inc. All rights opportunities, reserved. please contact michael.felden@conferenceboard.org Program subject to change. March 2018