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Think enterprise agility. Think increased profitability.

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Organizations with high levels of learning agility have been shown to enjoy 25% higher profit margins. Discover how to measure and develop enterprise agility to accelerate business outcomes.

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Think enterprise agility. Think increased profitability.

  1. 1. © 2015 Korn Ferry. ALL RIGHTS RESERVED. Think enterprise agility. Think improved profitability. Using learning agility as a predictor of change success. July 28, 2015
  2. 2. © Korn Ferry 2015. ALL RIGHTS RESERVED. 1 Today’s presenter Scott Stevenson Senior Partner
  3. 3. The big question… My company needs to fundamentally change the way they work. Are they able to do it?
  4. 4. © Korn Ferry 2015. ALL RIGHTS RESERVED. 5 1. EMEA needs a structured approach to the change, but SA does not. 2. Most of the risk function prefer to work with similar or the same people and working with marketing will be a challenge – unless we provide a focus on formal efforts to interact and build trust between the two teams. 3. The mid-level managers are very focused on one process to achieve their results. We need to invest in educating them on different processes that achieve better results. 4. The APAC unit will jump into the change first, but its current leadership will resist. 5. Barbara Smith would be the best fit leader for this change effort. Yes, but here is what you need to know:
  5. 5. © Korn Ferry 2015. ALL RIGHTS RESERVED. 7 What is change? AdaptingLearning
  6. 6. © Korn Ferry 2015. ALL RIGHTS RESERVED. 8 Kotter 1. Urgency 2. Form a coalition 3. Create a vision 4. Communicate vision 5. Empowerment 6. Short term wins 7. Consolidating 8. Institutionalizing Lawson & Price A. Compelling story B. Role modeling C. Reinforcing mechanisms D. Capability building What is change management?
  7. 7. © Korn Ferry 2015. ALL RIGHTS RESERVED. 9 Change management Accurately predicting how a group will learn what is needed…and managing to their individual and collective learning styles.
  8. 8. © Korn Ferry 2015. ALL RIGHTS RESERVED. 10
  9. 9. © Korn Ferry 2015. ALL RIGHTS RESERVED. 11 Learning agility is the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions. Learning agility
  10. 10. © Korn Ferry 2015. ALL RIGHTS RESERVED. 12 Why learning agility matters to business performance Companies with the greatest rates of highly learning agile executives produced 25% higher profit margins compared with peer companies.
  11. 11. © Korn Ferry 2015. ALL RIGHTS RESERVED. 13 Where did the concept come from?
  12. 12. © Korn Ferry 2015. ALL RIGHTS RESERVED. 14 • Military, corporate, and academic studies of long-term development, success, and derailment. • Two streams of seminal research. • Theories of Multiple Intelligences (Gardner and Sternberg) • Lessons from Experience (Lombardo & Echinger) Where did the concept come from?
  13. 13. © Korn Ferry 2015. ALL RIGHTS RESERVED. 15 Learning agility factors
  14. 14. © Korn Ferry 2015. ALL RIGHTS RESERVED. 16 Learning agility measures Depth Breadth
  15. 15. © Korn Ferry 2015. ALL RIGHTS RESERVED. 17 Depth Breadth Curious Flexible Enterprising Adventuresome Solutions are bold and new. Far fewer have been rewarded for breadth. Deliberate Systematic Conscientious Traditional Solutions are proven and established. Most of us have been hired, promoted, and rewarded for depth.
  16. 16. © Korn Ferry 2015. ALL RIGHTS RESERVED. 18 Depth Breadth
  17. 17. © Korn Ferry 2015. ALL RIGHTS RESERVED. 19
  18. 18. © Korn Ferry 2015. ALL RIGHTS RESERVED. 20 Different profiles for different roles Problem solver Thought leader Pillar Energizer Diplomat ChampionTrailblazer
  19. 19. © Korn Ferry 2015. ALL RIGHTS RESERVED. 21 Is your talent in the right place to maximize performance? DynamicStable Job/Role Characteristics LearningAgilityOrientation MasterExplorer
  20. 20. Enterprise agility
  21. 21. © Korn Ferry 2015. ALL RIGHTS RESERVED. 24 Key questions How learning agile is my organization overall? How much agility (and what kinds) does my organization need? Where in my organization do I need agility, and what kinds of agility are important?
  22. 22. © Korn Ferry 2015. ALL RIGHTS RESERVED. 25 • Innovation • M&A • Growth in new and emerging markets • Customer loyalty • Consolidation and restructuring Five business strategies
  23. 23. © Korn Ferry 2015. ALL RIGHTS RESERVED. 27 Factor results and importance to strategies
  24. 24. © Korn Ferry 2015. ALL RIGHTS RESERVED. 28 Example – Global consumer products
  25. 25. © Korn Ferry 2015. ALL RIGHTS RESERVED. 29 Example – Global consumer products
  26. 26. © Korn Ferry 2015. ALL RIGHTS RESERVED. 30 Example – Global consumer products Vice Presidents Managers
  27. 27. © Korn Ferry 2015. ALL RIGHTS RESERVED. 31 How it is assessed
  28. 28. © Korn Ferry 2015. ALL RIGHTS RESERVED. 32 • Identifies risks. • Identifies change leaders. • Identifies change enablers and blockers. • Identifies areas of focus – where to put attention and money. Learning agility as a change readiness diagnostic
  29. 29. © Korn Ferry 2015. ALL RIGHTS RESERVED. 33
  30. 30. © Korn Ferry 2015. ALL RIGHTS RESERVED. 34 Self-awareness Poorly performing companies’ employees had 20% more blind spots than those working at financially strong companies. Poor-performing companies’ employees were 79% more likely to have lower self-awareness than those at firms with robust rate of return.
  31. 31. Any questions?

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