Day 2 - Wednesday 18 March 2015: Preparing for our Institutional Challenge Learning & Development Track: An Executive Talent Programme Archetype- Preparing the Future Executive Activist to Navigate Complexity. Presented by Dr Andrew Johnson, General Manager, Eskom Leadership Institute. #astdza2015

1. An Executive Talent
Programme Archetype
Preparing the future executive activist
to navigate complexity
Dr Andrew J Johnson
General Manager: Eskom Leadership Institute

2. Agenda
• Overview
(purpose, shifts, outcomes)
• Talent identification
(framework)
• Talent development
(conceptual framework, architecture)
• Programme management
(governance structure, measurement framework, executive value proposition, accountability &
development contract)

3. Overview

4. Purpose
• To mobilise the identified ETP candidates through an
integrated development journey, to execute the
strategic objectives of Eskom now and into the
future
• To make Activists of Eskom’s Executive Talent and forge a
team who want to build a country using their collective
imagination, authenticity, passion and leadership.
Eskom ExecutiveTalent Programme

6. Shifts required
From To
A compliance or risk mind-set Continues unlearning and re-learning mind-set
Reputational branding African confidence at international level
Inertia Activism & bringing it forward (momentum)
Status quo / holding pattern Ignite latent organisational potential
Now focus Future focus
SOE A blueprint for SOE’s in developing nations
Me at work Community focus
We can’t We can
Head Heart
Doing (in action) Being (in ‘flow’)
Eskom ExecutiveTalent Programme

7. Outcomes: shaping multi-levels
Self Others Organisation Contextual landscape
Enhanced levels of self-
awareness; other-
awareness; context -
awareness
A team that
collaboratively crafts
solutions for a
sustainable Eskom
Equipped to deal with
the complex challenges
facing Eskom now and in
the future
A broadened world view
Astute business skills Critical mass of senior
change agents
…agents who infuse
change at various levels
in the organisation
A deep understanding of
the social, economic,
moral and environmental
impact of Eskom on the
country and Southern
Africa
Deep transformation
agents
Provide the CEO with
‘business unusual’
insights
Solutions to key business
challenges
A developed view on the
energy sector as a whole
and its potential to
evolve Eskom
Confidence Leadership pipeline and
organisational
competence to ‘do
business’
Innovating to evolve
Eskom
Leaders with well
established networks
outside Eskom
Balanced use of head,
heart and hands
Catalysts for building a
strong, collective Eskom
leadership community
Leaders with well
established networks
inside Eskom
Sustainability of the
energy sector

8. Talent identification

9. Selection of ETP participants
9
1.AVAILABLE DATA
2.TALENT BOARD
DISCUSSION
3.APPLICATION OF
CRITERIA
4. REVISETHE MATRIX
5. CONFIRM
PARTICIPANTS STEP FIVE
• Confirmation of candidates to be invited
on the Programme (Max 20)
• B – Team options also identified
STEP THREE• Genuine future EXCO members
• Take into account transformation agenda and
time to retirement etc.
• Appetite for development
• Impact on the business
STEP FOUR• Adjust matrix to include movement of
candidates as a result of the criteria
for selection
STEP TWO• Each candidate discussed / debated by EXCO and
placed on a Talent Map
• Use of assessment data if required
• Documentation of specifics relating to development
required
STEP ONE
• Review of existing high-flyers from Exco Talent
Map.
• Review of combined GE submissions and
succession plans as submitted to P&G.
• Review of E-Band ready now successors
Note: For Talent Board discussion, detail information is available on existing high-flyers (captured in a
separate document); GE submissions for succession; E band ready now successors; consolidated
psychometric and LBE results

10. Talent development

11. Conceptual framework
LEAD SELF: Deepening Intra personal skills
• Blindness & self-awareness,
• The reflective leader
• Moments of truth of the leader
LEAD OTHERS: Me in my leadership role
• Aligned & authentic leadership in complexity and
uncertainty
• Spotting and growing talent
• Effectively dealing with interdependence
• Systems thinking
LEAD ORGANISATION: Leadership
culture architects
• Building engaged and high performing employees
• Execution of strategy and change navigation;
• Political savvy;
• Innovation and sustainability
LEAD ORGANISATION: Business acumen
• Economics: SA /BRICS / Global
• Strategic finance
• Future of the energy sector
• Alternative energy sources and delivery models.
Action Learning on
Key Eskom
Challenges
Individual and
Team Coaching
Outside-In
perspectives via
local &
International
Immersions
Building the Eskom
Leadership
change community
Interface with
Internal
stakeholders
e.g. Board, EXCO,
Leadership communities,
Organised Labour
Interface with
External
Stakeholders
Other SOE’s; DOE, DPE,
NT NERSA, Key
customers, Key
Suppliers, Media
… through Multiple Integrated
Learning Methodologies …
Engage with Leading
Practise Content…
… and carefully crafted
Interfaces
Individual specific
IDP
Simulations
Leadership Brand as Foundation

12. 12
ETP architecture

13. Programme management
• governance, measurement, executive value proposition, development contract
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15. The illiterate of the 21st century
will not be those
who cannot read and write,
but those
whocannot learn, unlearn, and relearn.
(Alvin Toffler)
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