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The IBM Leadership Development Framework


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Published in: Business, Education

The IBM Leadership Development Framework

  1. 1. The IBM Leadership Development Framework<br />Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services<br />
  2. 2. The IBM Leadership Development Framework<br />Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services<br />
  3. 3. The IBM Leadership Development Framework<br />Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services<br />
  4. 4. IBM Background<br />IBM Workforce at a glance<br /><ul><li>Key Business Segments:
  5. 5. Global Technology Services
  6. 6. Global Business Services
  7. 7. Systems and Technology Group
  8. 8. Software Group
  9. 9. Sales and Distribution
  10. 10. A highly diverse workforce:
  11. 11. 50% workforce has fewer than 5 years of service
  12. 12. 62% workforce is in our Services business
  13. 13. 40% of employees work remotely – not from a traditional IBM office
  14. 14. 15% of population comes from acquisitions & outsourcing deals
  15. 15. World’s largest information-technology company
  16. 16. $95.8B Revenue, $18.1B Income
  17. 17. 400,000 full-time regular employees
  18. 18. 6,000+ executives
  19. 19. 40,000+ managers
  20. 20. Operations in 170 countries, divided into 5 operating teams and/or markets:
  21. 21. North America
  22. 22. Japan
  23. 23. North East Europe
  24. 24. South West Europe
  25. 25. Growth Markets </li></li></ul><li>
  26. 26. Building a Culture of Leadership<br />Transformational Leadership <br />Why?<br />What we’ve done <br /><ul><li>Need to develop global leaders for the 21st Century who:
  27. 27. are culturally adaptable
  28. 28. unleash IBMers’ energy
  29. 29. leverage IBM’s enterprise-wide capabilities
  30. 30. enable IBMers to execute IBM’s strategy in the face of uncertainty
  31. 31. Established and periodically refreshed a core set of leadership competencies for all IBMers
  32. 32. Pervasive use of competencies for development, succession planning and selection
  33. 33. Created a collective leadership force of senior leaders accountable to integrate IBM and lead by Values</li></ul>IBM’s <br />Leadership Framework<br />Leadership Roundtable<br />
  34. 34.
  35. 35.
  36. 36.
  37. 37. Building a Culture of Leadership<br />Transformational Leadership <br />How we did it <br />Impact<br /><ul><li>IBM’s leaders’ competencies have steadily improved each year
  38. 38. IBM’s leaders, at all levels, demonstrate a broader set of effective leadership behaviors
  39. 39. I&VTleaders driving integration and enabling key transformation efforts
  40. 40. IBM’s performance continues to improve year to year
  41. 41. Identified leader behaviors that impact employees’ experience and performance
  42. 42. Embedded Leadership Competencies in all leadership development programs
  43. 43. Senior IBM leaders participate in all leadership programs as role models, mentors and coaches
  44. 44. Launched I&VT Initiatives sponsored by SVPs and Chairman to solve strategic enterprise challenges</li></ul>Leadership Roundtable<br />
  45. 45. Building a Culture of Leadership<br />Integrated Leadership Development in IBM<br />An integrated program for identifying, assessing, developing and placing 60,000 high performing, high potential leaders - -at all levels, across all businesses. <br />PLANNING<br /><ul><li> Define all roles across IBM (250, down from over 600, through discipline)
  46. 46. Create “Success Profiles” for all leadership roles
  47. 47. Define demand for leadership roles by BU and market (through the business plans)
  48. 48. Identify critical gap roles (requiring accelerated development and recruitment)</li></ul>Pipeline Identification and Development<br /><ul><li> Regularly evaluate leadership competencies of those currently in leadership roles
  49. 49. Assess leadership potential and functional skills of IBMers globally, with verification
  50. 50. Provide guidance on potential career paths and personalized development plans for each IBMer, tracking progress through the IBM management system
  51. 51. Provide innovative and extensive experiences and developmental opportunities</li></ul>Placement<br /><ul><li> For each leadership role, define benches of potential candidates, ensuring diversity
  52. 52. For each opening, specify a slate of candidates, with diversity and high potential
  53. 53. Disciplined process for placement decisions, through 5 Minute Drills
  54. 54. Conduct annual leadership review s at all levels of the business. This company-wide process moves upward to high visibility “Chairman’s Reviews” with action follow-ups</li></li></ul><li>LEADing@IBM Overview<br />Developing leaders progressively along the continuum<br />
  55. 55. The Corporate Service Corps<br /><ul><li> Immersion in strategic emerging markets
  56. 56. Work at the intersection of business, technology and society
  57. 57. Global teaming and leadership development
  58. 58. Exposure to diverse cultures
  59. 59. Outside the traditional office
  60. 60. Problem solving in a challenging, ambiguous environment
  61. 61. Leaders who can deliver a “Smart Planet”</li></ul>Leadership Roundtable<br />
  62. 62. THANK YOU!<br />Leadership Roundtable<br />