Massmart is developing a new leadership talent development program called the Talent Development Zone to better equip leaders for the future. The program will shift from an isolated, classroom-based model to an agile, digitally-enabled approach focused on performance and impact. It will include customized learning journeys, competency pathways, and on-demand learning. The goal is to accelerate learning and future readiness of identified leaders through relevant, timely experiences. This will help individuals, teams, and businesses succeed in a changing world that requires skills like innovation, collaboration, and problem solving.

1. Developing our
Leadership
Talent at
Massmart

2. The Massmart
Leadership
Reinvention
Journey
Why the need for reinvention
Planning the journey
Learning architecture and design
Capability building and change
readiness
Strategic elements and digital
enablement
Achievements, Lessons learnt
and Q&A

3. Why the
need for
reinvention

4. TALENT DEVELOPMENT
Leadership, technical, personal

5. Massmart
strategic
context
A challenging consumer
environment
Evolving Retail Market Landscape
Digital Business
Talent
Transformation and BBBEE

6. Workplace trends

7. We need a new
breed of leader
WEF 2022 skills trending
• Analytical thinking &
innovation
• Active learning and learning
strategies
• Creativity, originality and
initiative
• Technology design and
programming
• Critical thinking and analysis
• Complex problem solving
• Leadership and social
influence
• Emotional intelligence
• Reasoning, problem solving
and ideation
• System analysis and
evaluation

8. How do we get here?
Not here?We are
here
Exponential
Thinking

9. The intended journey
From … New Talent Dev Zone
From … Old MCU

10. The shift required
FROM
a transactional,
siloed, controlled,
reactive, face-to-
face, prescriptive,
unquantified impact
learning function
(with pockets of
excellence)
TO
an agile, digitally
enabled,
collaborative and
facilitated learner
driven experience
that focuses on
performance and
impact at scale

11. The shift required
From … Old MCU
• Relevance: Isolated from business
reality, too generic
• Time: consuming, days out of the
real work, formal, structured,
classroom, events
• Speed: Long lead times to respond
needs
• Need: Nomination driven,
subjective, who you know
• Ownership: MCU owned, provider
driven
• Scope: the chosen few, prestigious,
wait for space, venue dependent
• Impact: Unknown impact,
attendance and accreditation focus
To … New Talent Dev Zone
•Relevance: focus on strategic needs,
leadership brand, learning culture,
collaborative design, customised
•Time: efficient, blended, digital, on-
the-job, mobile, agile, digital
platform
• Speed: Just in time, responsive,
quick turnaround to deliver learning
• Need: talent review data,
succession & IDP drives leadership
development needs
•Ownership: execs, managers,
coaches all involved in design and
support – business projects
• Scope: access for all, content and
videos shared, anytime, anywhere
• Impact: measured, RPL,
accreditation where relevant

12. The reality
External
Consultant
Project
Lead
Internal
Client

13. Planning
the journey

14. Talent Development
Zone Purpose
Accelerate learning and
future readiness of
identified leaders
through
customized, agile, digital and
blended learning options
and journeys
so that
individuals, teams and
businesses can succeed in a
rapidly changing world that
requires:
Innovation Transformation
Digitisation Sustainability

15. Business Outcomes
Grow the people
and leadership
balance sheet
Increase readiness,
bench-strength and
retention of
successors
Enable business
critical capabilities
for strategic
advantage
Build competencies
to drive innovation,
performance,
culture, talent and
the customer and
employee value
proposition

16. Project Management
PROJECT MANAGEMENT DOCUMENTS
Project Charter – objectives, deliverables, timelines, business case, scope, CSF,
resources, budget, governance (steercom, sponsor, team, SMEs)
Visual Journey, milestones, detailed project plan and progress tracking
Meeting drum beat, action and task tracking, Webex calls every Monday
Change management plan and comms packs
Status updates, Budget recons

17. Talent Development Zone Principles
Real-life, real-work challenges – roles, projects,
job application, challenges to ensure critical career
experiences
Self-driven, personalised learning journeys
for continuous, life-long learning with multiple options
and for multiple career paths (not a series of events).
Learning readiness and personal
exploration/mastery as foundation (EQ, SQ, PQ
awareness, impact, shadow work, presence, flow)
Developing leadership DNA - Developing
leadership not just leaders for collective purpose and
collaborative effort
Building a learning culture - Leaders developing
leaders at all levels and building a culture of innovation,
risk tolerance, failing fast, coaching skills, growth
mindset
Commitment and accountability– personal
commitment to results, track, collect data, analytics,
measure impact, ROI. 2 streams: recognition and
accreditation
Collaboration and co-creation - lean agile design
processes with leaders and multiple partners working
together – change management and capacity building
Challenge comfort zones – shifting mindsets,
worldviews and unconscious biases for sustainable change
in behaviour
Accelerated learning – design for whole person,
whole brain, learning preferences, spaced repetition,
gamification, reinforcement, flow, mobile options, nano-
learning
Optimal mix of activities - self-study, ‘immersions,
group work, social/peer learning, reflection, feedback,
coaching and building new daily habits – L&D as guides
Digital learning - to enable access, speed,
personalisation, agility, recognition, data & analytics
Access to learning – optimise economies of scale and
technology and remove barriers – all staff, family, youth,
community, customers, suppliers

18. Design thinking: Personas

19. Key Categories Competency Description
Revolutionizing our
future
Strategic thinking
& decision-
making
Can shift focus away from details to gain a broader perspective and can
envision future scenarios, opportunities and risks, because of his/her ability to
deal with complexity, disruptions and chaos. Is able to translate the broader
strategy into operational priorities and create an inspiring vision for employees
to follow. Ability to obtain, analyse and integrate information for successful,
timeous decision-making.
Innovation &
digital savvy
Ability to see creative ways of diversifying, optimising and innovating within
the business. Creates a culture that fosters optimisation, idea-generation,
experimentation and diverse thinking. Challenges the status quo and is willing
to speak out, even at great personal risk. Leads innovation from conception to
fruition by managing the innovation process.
Learning Agility
Being curious and determined to learn despite setbacks or difficulties. Shows a
willingness and orientation towards continuous learning. The ability to learn,
adapt, and apply ourselves in constantly morphing conditions quickly and
readily.
Fostering strong
relationships
Collaboration &
partnering
Building and managing strong relationships (with all stakeholders e.g.
customers, future talent, suppliers, colleagues). Leveraging relationships to
negotiate optimised terms for the business and customer. Is cooperative and
handles collaboration well, and is able to build a network of relationships to
support him/her in his job.
Customer first
Acts as role model in personal approach to customer focus. Takes time to
establish underlying needs of customers beyond those initially expressed.
Organises processes around customer taking account of complex and sensitive
issues to meet their long term needs. Creates an environment where team/s
are empowered to put customers first.
Empowering our
people
Investing in the development of staff. Creating a culture that is aligned with the
employer brand and motivates others to deliver beyond expectations. Is
focused on the development and coaching of talent.
Leading from
internal strength
Personal courage
& mastery
Able to display emotional maturity, self-discipline & self-effectiveness. This
requires high levels of emotional intelligence, self-awareness, self-integration
and intent. Using authenticity, wisdom and one’s personal value system to
drive personal success and impact. Adapts behavior to the interpersonal style
and needs of others.
Change
leadership
Leads change with a positive attitude and a willingness to learn and model new
ways to accomplish work activities and objectives. Is an active initiator of
relevant change to ensure the organisation is seen as a market leader.
Achievement
focus
Setting high standards and holding people accountable for excellent delivery.
Demonstrates resilience despite setbacks and difficulties. Shows high levels of
drive and ambition.
Massmart
future
leader
profile
HarnessDiversify
Build
OptimiseMaximizeLeverage
MASSMART DNA
Future leader profile

20. Insights and lessons
• Where are you
on your
journey?
• What
questions or
dilemmas are
you sitting
with?

21. Learning
architecture
and design

22. The Zone Offerings
• Journeys (10 months): blend digital preparation
with face to face discussion and application
sessions, strategic projects and coaching.
• These high impact journeys will pull people out of
their comfort zones and push them into a
readiness to take on new roles in the organisation.
Accelerate HIPO readiness.
• Competency pathways (6 week sprints): align to
skill gaps identified in Talent Print assessment.
Blended learning across digital, facilitator lead and
manager engagement.
• Just in time learning menu for all managers and
leaders to equip with everyday needs i.e. how to
give meaningful feedback; managing a new hire;
coaching conversations. Digital & some face to
face
• Portal of coaches and mentors to support learning
Everyday experiences create need.
100% managers have access;
Usage monitored.
Content updated & curated
IDP creates need. 100% managers
have access, 50-60% complete one
path a year related to IDP gaps
Succession & STR creates a need
5-15% of all managers
External and internal Coaches and
Internal Mentors

23. Learning Journey Architecture
Aperitif
menu
Aperitif
menu
Aperitif
menu
Aperitif
menu
Aperitif
menu
1
2
3
4
5
J1 Theme: Leading Retail in the future
1. Disruptors and the future of Retail
2. Leading through complexity and chaos;
3. Leading in the digital age
4. Leading exponential change
5. Leading in retail
Journey
playbook
Self leadership
Strategic project

24. Levels
EA
9
Readiness Leadership Journeys
Top
Management
(Manage
business)
1
Licence to Lead a
Learner
(Develops People)
Licence to Lead
(Develops Self)
Building mindsets
and readiness for
self-driven, blended,
digital, collaborative
learning
Partners for Possibilities
(Executive managers)
Senior
Management
(Manage
function)
2
Operations Leaders
Journey
(Senior managers who
are potential
successors for key
operations positions)
Retail Leaders
Journey
(Senior managers who
are potential
successors for key
retail positions) The Integrated
Leader
(Experienced
managers)
Middle
Management
(manage
managers)
3
Leadership Essentials
(First line managers with 12-18 months
experience)
Junior
Management
(manage
others)
4
Leadership Foundation
(First time managers - transition)
Journeys mapped to levels of leadership

25. Application and selection process
Criteria:
Completed Talent print process, Talent conversation & PDP; Talent review outcome,
Individual commitment, Manager’s motivation and commitment, Licence to Learn Pathway
Principles:
If you personally motivate to participate, you are more willing and committed to the process.
Managers are active stakeholders in creating a learning culture. They are part of the journey.
Eligible
participant
& manager
invited to a
ZOOM
briefing
Participant
motivates
to
participate
in email
Manager
MUST
explicitly
support in
email
Selection
against
criteria
Successful
applicants
notified
and invited
to kick-off
with
manager

26. Competency Path design example: Manage Conflict
System role
Manager role
Learner role
Facilitator role
6 week sprint
Paths
playbook
X 18
capabilities

27. Competency Path digitally enabled

28. JIT learning – digital content pilots
• LinkedIn Learning – 250 licenses: participants 80%
• Udemy – 200-250 licenses
• SkillsSoft – 150-250 Licenses
• Bookboon OR
• GetAbstract

29. 4 Levels of coaching
Coaching and Mentoring Coaching
playbook

30. Insights and lessons
• What has your
organisation
implemented
that is similar
or different?
• What learning
design
experiments or
innovations
can you share?

31. Capability
building and
change
readiness

32. Change Management Planning
Mobilising
for Change
Brand and identity
Steerco, HR forum, senior
leaders comms sessions,
Comms playbook
Graduation Launch
Capacity for
Change
Leadovate team monthly
workshops
Change sub-stream
Detailed plans, Playbooks
Competency profiles
Stakeholder
Management
Business Case
Mandate, Outcomes,
Impact Assessment, HR
Forum sessions, Steerco
Performance
2
3
4
Imperatives
for Change
Business Case
Mandate, Outcomes,
Impact Assessment, HR
Forum sessions, Steerco
1
Sustaining the
Change
Talent Zone Impact – LS DNA,
succession bench depth,
Innovation, NPS
Learner impact – reaction,
learning, behaviour, results
5

33. Proof of concept communications
and survey plan
Stakeholder
Groups
Delivery and Engagement Mechanisms
Inform / Educate Consult Involve
Briefin
g
session
s
Newsl
etter
Activati
ons
Face to
face
meetin
gs
Docu
ment
revie
w
Percepti
on
Surveys
Worksho
ps
Desig
n
sessio
ns
Pulse
survey
s
Group Exco  
Divisional Exco   
HR Forum     
TIPP Forum   
Leadovate
Team
      
Pioneers       
Opinion
Leaders
  
IT /
Collaboration
     
Talent team     
Broader HR
community
    
External
parties
    
Users      
All employees      
 - representative voice of stakeholder grouping
Comms
playbook

34. Brand and Identity

35. Capability building
4 Levels of proficiency Prioritised per role

37. LICENCE 2 LEARN
Learning
readiness

40. Insights and lessons
• What are some
of your change
readiness and
capacity
building
successes?
• What has been
some your
lessons in
change
readiness and
capacity
building?

41. Strategic
elements
and digital
enablement

42. L&D maturity journey toward a learning organsiation
Source: Towards Maturity: The Transformation Curve Summary - 2018
2018 2019 2020 2021 2022Pre-2018

43. Critical Success Factors:
L&D strategy, roadmap, operating model, engagement
model
L&D
strategy
L&D
roadmap
L&D
operating
model
L&D
engage-
ment
model
Strategic questions &
dilemmas
Principles to guide
decisions
Key themes
Objectives
Deliverables
2018-2022
focus for each period
for each theme
Milestones
Timelines
Outcomes
Principles
Trade-offs
Structure
Roles
Competencies
Communication and
decision making
forums
Mandates
TORs
Roles
Strategic questions & dilemmas

44. Impact measurement approach
Level Tangible Measures
Reaction Learner feedback
Learning Competence
Behaviour Leadership profile & DNA
Results Performance
Movements & Promotions
ROI on strategic projects
(innovation)
Less tangible
business
impact
Leadership impact on team
Talent: engagement,
succession bench strength &
retention
Stakeholder confidence
(NPS)
Impact
measures
playbook
New World Kirkpatrick Model as a base
Criteria – base line, yr on yr
Post event survey - automated
Pre-post proficiency measure – indiv,
coach, manager
DNA & Talent print 360
Pre-post performance measure
# movements or promotions
Journey cost vs project benefits
Greater engagement, performance,
development and retention of teams
that they lead
Engagement survey vs gen pop # TDZ
turnover % vs gen pop
x replacement cost of 1.5 x TCC
Greater confidence in MCU offerings as
a result of evidence and feedback -
anecdotal
Other measures
Time efficiency – days off job
L&D competencies
Access to learning
Completion of paths
Coaching relationships
Digital content consumption
Strategic Project Measures:
Learning, innovation,
governance, business impact,
sustainability, final presentation
and proposal

45. Choice of digital partners
Criteria:
Integration, adaptive,
content, skins, content
creation, social, reporting,
SA relevance, support and
maintenance, security,
costs, devices, hosting,
differentiator
Big questions:
Learning platform only OR
HR IS integrated platform
Customised to learner vs
menu of offerings
Learning retention tool or not
Outsource or develop
internal LMS management &
maintenance capability?

46. Insights and lessons
• Where are you
on the
maturity
journey?
• How are you
measuring
impact?
• What are your
biggest lessons
from
implementing
digital
learning?

47. Achievements
& Lessons
Learnt

48. Highlights & Achievements
STRATEGIC ELEMENTS
• strategy
• operating model
• skills & landscape inventory
• structure & roles impact measures
• DNA and leadership brand
CAPACITY BUILDING
• role outlines
• Licence to Learn
• Leadovate team
• capacity building approach
DIGITAL CAPABILITY
• 15+ LMS providers, 3 demo’s, 2 pilots - decision
• IT forum
• planning & integration with HRIS
• Interim approach
• 4 x content pilots
CHANGE READINESS
• Leadovate team change readiness
• Pilot group - comms, stakeholder mgt &
surveys
• Target audience – surveys, interviews,
engagement
• Prospectus, comms plan and playbooks
• Launch of new identity and brand
• Roadshows and orientation sessions
• Integrated change plan content pilots
and digital platform
LEARNING DESIGN
• JIT, path and journey concept
• Design of 3 + 2 Journeys - playbooks
• 2 x competency path pilots
• License to Learn (Lead) - digitised
• Surveys and feedback
• Providers contracted

49. The reality

50. Lessons Learnt
STRATEGIC ELEMENTS
• Divisional vs Group priorities and
decision making process
• Planning for delays
CAPACITY BUILDING
• Low skills base
• Delays in skills inventory data and
development
• Head of learning role vacant
• Slow speed of recruitment and on-
boarding of new roles
DIGITAL CAPABILITY
• Limited focus from IT
• Delay in decision re platform – then pulled
• Platform & content house dependency
CHANGE READINESS
• Sponsor availability
• Key HRD meeting delays and exclusions
• Assumed comms and influencing
• Raising risks early and often
LEARNING DESIGN
• Planned talent outcomes delayed
• Vacant Head of Talent
• DNA development delayed
• Dependency on Success Factors &
digital content
• Contracting with providers
PROJECT MANAGEMENT
• Project charter & scope creep mgt
• Risk mgt
• Consistency of team

51. Thank you to the whole Leadovate Team

53. Q&A
Give Away
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Phone +27 11 465 6270
Email admin@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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Catalyst Consulting Pty Ltd
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54. Project Objectives, Milestones & Charter

55. Project plan - Leadovate Deliverables - signed off xxxx date by project lead Christel Terblanche
Stream Milestones Activities
%
complete Key documents Comments/Changes
Next Steps to complete - Jan-
Mar2019 (with remaining
1
Purpose, principles, plan and
target populations signed off Develop purpose, principles and plan 100%
MCU project plan, charter,
target audience, steerco
update xx date Completed
Define different levels and paths of target populations 100%
MCU re-design, steeco update
xx date Completed
2 DNA defined & signed off Interviews
scope
change
People Tree and Talent driving and
owning, raised as risk from Feb 18
Awaiting feedback from talent &
sponsor
Workshop with execs - People Tree
scope
change
People Tree and Talent driving and
owning, raised as risk from Feb 18
Awaiting feedback from talent &
sponsor
Signed off DNA doc
scope
change
People Tree and Talent driving and
owning, raised as risk from Feb 18
Awaiting feedback from talent &
sponsor
3
Learning strategy document
signed off
Review and align MM strategy and talent, HC strategy
docs etc 100% Outputs of HR forum Aug 18 Completed x
Review & summarise best practice 100% Inputs to HR forum Aug 18 Input into strategy workshop
Create framework for strategy - incl scope, governance
structure, target population, culture, philsophy 80%
Draft L&D & MCU strategy doc
with strategic framework
Strategy workshop outputs sent Aug 18,
HR forum agenda item scheduled Sept 18
(postponed). Draft L&D strategy doc sent
Awaiting meeting with Jane to
discuss and then HR forum to
validate
4
Measures and impact mechanism
defined
Define business outcomes, learning and leadership
metrics to assess impact and ROI/ROE 100% Learning Impact Playbook Completed
Define mechanism for measurement i.e. feedback
system, competencies, surveys, etc (base-line, during,
post) 100% Learning Impact Playbook Completed
Integrate measurement into systems and learning
journey plans 60%
Meeting minutes with Jolene 7
Christel. Learner POE Completed as far as we can go
Awaiting system implementation.
Jolene committed to ensure
measurement built into learning
platform as part of
5
New roles and competencies
defined for L&D & capacity
building plans
Define new role profiles and competency profiles for
L&D 100%
L&D operating model doc with
roles and competencies
L&D capacity building approach
and competencies doc
Strategy workshop outputs with Op
model options sent Aug 18, HR forum
agenda item scheduled Sept 18
(postponed). Draft Operating Model
strategy doc sent for input to Christel Oct
Awaiting meeting with Jane to
discuss and then HR forum to
validate
Assess individuals against standards, understand gaps
and build individual development plans 60% L&D capability survey L&D capability survey sent Oct 18.
Awaiting for HR execs to
complete survey
6
Capacity building process &
events for HR, L&D - readiness
dipstick
Build learning for priority learning needs (70/20/10
options) 60%
L&D capacity building approach
and competencies doc?/
Conversations/sessions with
Leadovate team?
learning sessions with Leadovate
included: digital exposure and skills,
change management, influencing,
learning journey and path design,
Awaiting for HR execs to
complete survey. Skills
development plan still to be
designed in detail post capability
Implement plans integrating with technology 40%
Conversations/sessions with
Leadovate team? Awaiting system implementation.
Awaiting system implementation.
Raised as a key risk at every
Complete a RACI matrix for LD, talent, HR, manager. 80%
Operating Model doc. Learning
Journey Playbook roles matrix For Journeys. Still to do for all of MCU?
Awaiting meeting with Jane to
discuss and then HR forum to
7
New roles and competencies
implemented Post assessment L&D capability survey
To be completed only in 2019 post
operating model decisions
Awaiting meeting with Jane to
discuss and then HR forum to
8
Digital solution criteria & budget
signed off - all stakeholders Best practice and provider reviews & demos 100%
Digital platform demo sessions
and review doc Completed x
Develop criteria and budgets (with IT) 100%
Digital platform criteria doc.
Meeting minutes Completed
Short-list & select (with IT) 100%
Digital platform short-list doc
Meeting minutes. Steerco
update xx Completed
Complete a financial analysis of approach to funding a
digital platform. 100%
Digital platform financial
analysis doc Completed
9 Digital solution piloted
Set up digital solution with employee data, process
flow, roles, competencies, content, access, policies,
bandwith, wifi, devices, integration, assessment 100% Pilot plan and survey feedback
2 x pilots completed. Delays in decisions
caused system readiness delays
Pilot solution with pilot group (comms, launch,
support, -provider engagement, tweaks 100% Pilot plan and survey feedback
2 x pilots completed. Delays in decisions
caused system readiness delays
10
Digital solution ready for launch -
full implementation
Integrate lessons learnt and make final changes, add
full implementation structure back-end (audience,
roles, content, access, integration, assessment etc) 60%
Digital platform plan and
lessons learnt doc Awaiting system implementation.
Awaiting system implementation.
Raised as a key risk at every
meeting
11
Pilot target audience defined and
learning journeys designed for
them
Define target audience, learning needs and individual
development plans 80%
Target audience for paths and
journeys doc. Steerco udpate
xx
Awaiting talent IDP from talent print
data. Only 2 divisions completed STRs.
No date received as yet
Awaiting talent data and
priorities
Create Learning journeys for priority needs 80%
Learning journey design
summary doc. Steerco udpate
xx
Created 4 x learning journeys with
assumptions and input from sponsors
Awaiting talent data and
priorities to validate journey
approach
12
Pilot partners/providers
contracted
Best practice review and criteria for providers
(competency areas and delivery methods) 100%
Pilot plans and surveys.
Partners proposals and
summary doc for JIT, paths and
journeys Completed
Awaiting sponsor input, final
costing and sign off
13 Launch pilot cohort
Define pilot cohort, comms, capacity building, loading,
launching 100% Pilot plan and survey feedback Completed
Awaiting talent data for journey
cohort list
14
Partners/providers contracted -
full implementation
Additional review of providers against criteria, RFP
process, selection, contracting 80%
RFP docs for providers and
journey and path playbooks
short-list providers on stand-by for
contracting
Awaiting sponsor input, final
costing and sign off
15
Approprirate content loaded and
ready for use Content and system alignment - technical specs 100%
Path pilot design & content
doc 2 x pilots completed.
16
Approach signed off for
accreditation / recognition
Define recognition for learning approach (strategic,
agile, JIT vs slower, legislative process) 60% Help?? Comments? Comments?
Review providers and systems for accreditation
/recognition 100%
Provider RFP process and
proposals Completed
17
Pilot group final review and
tweaks Criteria for review, review sessions, tweaks 100%
Survey feedback and updated
design of L2L Completed
18
Readiness for learning journeys -
survey - pilot group
Identify and develop stakeholder engagement and
communication plan – execs, sponsors, leaders,
HR/LD/talent community, learners, providers 100%
stakeholder engagement and
communication plan Completed
Implement pilot plan 100% Pilot comms plan Completed
Develop mechanism to measure change readiness and
illicit feedback for continuous improvement 100% Pilot survey. Impact playbook Completed
19 Capacity building for leaders
Develop capacity building approach for leaders –
learning how to learn and develop others 100% Licence to Learn path design.
License to Lead pilots and tweaks
complete
Develop toolkit for leaders on how to develop self and
their people 80% Develops people path design
Develops people competency path under
development
Awaiting system implementation
and talent print data. Raised as a
key risk at every meeting
Develop branding, key messages and campaign –
internal and external AVP 60%
Branding plan, name decided.
Meeting minutes
Awaiting proposals and plans from 9
point
Awaiting HR forum (rescheduled)
??
20
Readiness for learning journeys -
survey - all stakeholders Implement readiness survey 100% leaders survey results Complete
21
Project plan and budget
approved
Develop detailed project plan, timeline, budget and
resource plan 100%
project plan, timeline, budget
and resource plan Complete
22
Project acknowledged as a
success - feedback and sign off Preparation and outputs of project team meetings 100%
outputs of project team
meetings Complete
Manage project communication, meetings and
correspondence 100% project communication. Box Complete
Project progress reports, budget, financial recons 100%
Project progress reports,
budget, financial recons Complete
Key
100 % complete
80% complete
60% complete
40% complete
20% or less complete
change of scope
ProjectMgtStrategicElementsHRCapabilityDigitalCapabilityLearningJourneyDesignChangeManagement
In Scope Deliverables Progress
By the end of the Catalyst contract we will have:
• Completed the Competency Path POC on 3 technology platforms, moving 3 groups of 20
through the learning path; 100%
• Designed and launched the pilot learning Journey, for high potential succession development.
The Journey will accelerate the development of 20-30 HIPO’s. 60%
• Completing the design and build of J1 & P1 will create a clear understanding of the L&D
ongoing role requirements and resultant capacity building needs. 80%
• A Leadership Development Strategy 100%
In Scope Audience
• The Competency path POC’s will target a total of 60 managers who have appropriate learning
needs identified through 2017 talent assessment. 100%
• The Learning Journey pilot (J1) is targeted at 20-30 identified succession candidates who need
to accelerate their development. 60%
Project management

56. Key Categories Competency
Revolutionizing
our future
Strategic thinking &
decision-making
Innovation & digital
savvy
Learning Agility
Fostering strong
relationships
Collaboration &
partnering
Customer first
Empowering our
people
Leading from
internal strength
Personal courage &
mastery
Change leadership
Achievement focus
Characteristic Competency
Energetic Driver
Achieving goals
Advancing my career
Being determined
Taking initiative
Flexible
character
Adapting to others
Being self-aware
Imaginative
mind
Keeping an open mind
Being creative
Constant
learner
Being knowledgeable
Being technically competent
Developing myself
Willing risk taker
Being comfortable with uncertainty
Being experimental
Big picture
thinker
Thinking globally
Thinking strategically
Understanding complex ideas
Conflict
confronter
Acting courageously
Managing conflict
Managing under performance
Methodical
organizer
Being detail-oriented
Managing time
Planning work
Sound decision
maker
Demonstrating good judgement
Focusing on priorities
Recognizing talent and potential
Acting decisively
People
manager
Empowering people
Monitoring work
Directing people
Social
networker
Collaborating with others
Focusing on customers
Building a personal network
Being open
Working well with authority
The inspirational
cheerleader
Developing people
Inspiring a future
Motivating people
Unifying people
Smooth
operator
Acting confidently
Acting diplomatically
Managing negotiations
Being politically astute
Skilled
communicator
Communicating well (verbally)
Communicating well (written)
Informing others
Practical
fixer
Improving processes
Managing ideas
Analytical problem solving
Being technology savvy
Considerate carer
Demonstrating empathy
Listening well
Calming
presence
Balancing my personal life and work life
Being composed
Acting with modesty
Being patient
Responsible
citizen
Acting ethically
Acting fairly
Taking accountability
Being trustworthy
Competency pathways to be built

57. L&D –strategy, roadmap and operating model

58. Impact measurement approach
Level Tangible Measures
Reaction Learner feedback
Learning Competence
Behaviour Leadership profile & DNA
Results Performance
Movements & Promotions
ROI on strategic projects
Less tangible
business
impact
Leadership impact on team
Talent: engagement, succession
bench strength & retention
Innovation from projects
Stakeholder confidence (NPS)
CRITERIA
SCORE
(1-10)
CRITERIA
SCORE
(1-10)
LEARNING
• Demonstration of individual learning (of all the
individuals in the teams) / Team growth
BUSINESS IMPROVEMENT
• Contribution to process improvements (incl.
efficiency and quality)
• Contribution to service improvements (to
internal and end clients)
• Contribution to financial benefits (i.e. cost
savings and/or revenue)
• Demonstration of teamwork and team learning
(intra-team and inter-team)
• Demonstration of engagement (i.e. Consultation,
collaboration, change mgmt.)
INNOVATION
• Demonstration of innovation (in design and/or
development of solution [project dependent])
SUSTAINABILITY / OPERATIONALISATION
• Provision of solution sustainability (i.e.
solution lasts beyond the project team.
Detailed change management plan
developed to ensure project handover)
GOVERNANCE
• Demonstration of project management governance
(i.e. compliance with MM requirements)
FINAL PRESENTATION
• Creative, innovative engaging presentation
• Quality final deliverable document
SUBTOTAL SUBTOTAL
TOTAL
Impact
measures
playbook

59. Tangible Measures Priority Measure criteria
Learner feedback 1
Feedback on perceptions of their learning experiences along the journey and
post each session
Leadership Competence
(Path, Journey & TDZ)
1
Increase in proficiency rating on key competencies – pre & post measure by
manager, coach, indiv
1 Talent Print Competencies
Talent engagement 2 Engagement survey results % vs general population of similar level %
Talent retention 2
# learners turnover % vs general population of similar level turnover % x
replacement cost of 1.5 x TCTC
Performance 2 Increase in performance ratings – individual, team, dept
Movements & Promotions
(Transformation lens)
# movements or promotions from MCU participants /transformation
candidates
% target achievement = reduction in actual or possible loss of contracts due
to BBBEE
ROI on strategic projects 1 Cost of learning program vs benefits of project if implemented
Leadership Impact
Greater engagement, performance, development and retention of teams
that they lead
Stakeholder confidence
Greater confidence in MCU offerings as a result of evidence and feedback -
anecdotal
Business Impact 3 # business sponsors involved in MCU journeys
DNA and Culture 1 # improvement in the competencies that influence the Corporate DNA.
Time Efficiency 1
# days out of office in F2F sessions on MCU program (Pre and Post MCU
revamp)
L&D Capability 2 # improvement in L&D competencies
General Metrics
1 # leaders with access
1 # leaders completing paths and journeys
2 # leaders assessed as competent on new competencies
3 # leaders in coaching or mentoring relationships
3 # leaders accessing informal digital learning (using xAPS)

60. Tangible Measures
Intangible Measure
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
On-line Surveys
(Net promoter score option) 7.5 8 9 Christel Done
Feedback from coaches and
managers
Making use
of the skill
set required.
Overall
good
feedback.
Overall
good
feedback.
Christel Done
1
Increase in proficiency rating on key competencies – pre & post
measure by manager, coach, indiv
Pre-Post competency
assessment by manager,
coach and indiv Not Started
1 Talent Print Competencies Talent Print
Talent engagement 2
Engagement survey results % vs general population of similar level
% (BUA) MM engagement survey Jolene Not Started
Talent retention 2
# learners turnover % vs general population of similar level
turnover % x replacement cost of 1.5 x TCTC Turnover stats analysis VIP & Tableau Derick Not Started
Performance 2 Increase in performance ratings – individual, team, dept
Performance rating analysis
Performance Management
System Jolene Not Started
# movements or promotions from MCU participants
/transformation candidates
# movements or promotions
from MCU
participants/transformation
candidates VIP & Tableau Derick Not Started
% target achievement = reduction in actual or possible loss of
contracts due to BBBEE Not Started
ROI on strategic projects 1 Cost of learning program vs benefits of project if implemented
Project ROI signed off by
sponsor Not Started
Leadership Impact
Greater engagement, performance, development and retention of
teams that they lead
Feedback from managers and
individuals Jolene Not Started
Stakeholder confidence
Greater confidence in MCU offerings as a result of evidence and
feedback - anecdotal
Feedback from sponsors,
executives, project
stakeholders Not Started
Business Impact 3 # business sponsors involved in MCU journeys
Inprogress
Ran # programs in 2015,6,7, #
projects, any evidence of projects
implemented
DNA and Culture 1
# improvement in the competencies that influence the Corporate
DNA. Inprogress
To be confirmed based Leadrship
behaviours defined for DNA
Time Efficiency 1
# days out of office in F2F sessions on MCU program (Pre and Post
MCU revamp)
VIP Inprogress
Compare F2F days program to
program and take saving of days x
salary cost person per day:
EDP: P4P
SMDP: Generic and Ops Retail
Program
Breakthrough: Integrated Leader
L&D Capability 2 # improvement in L&D competencies
L & D Competency Audit Inprogress
Talent print capability data pre &
post – establish how to track
overall improvement per capability
1 # leaders with access
Digital Platform Moodle,
Harvard ) 2018 Numbers Inprogress
Post: # people on digital platforms
across MM (Success Factors,
1 # leaders completing paths and journeys VIP Inprogress Success Factors completion stats
2 # leaders assessed as competent on new competencies Inprogress Success Factors pre & post path
3 # leaders in coaching or mentoring relationships
VIP Inprogress
Coach/mentor data pre (2015-17) –
VIP and division data and post data
3 # leaders accessing informal digital learning (using xAPS)
IT Conversation Inprogress
Speak to IT to track informal
learning XApi functionality (2020) –
single sign on
Category Intangible Measures for commentary
Approved operating model implemented with identified economies
of scale Inprogress
2
Economies of scale realized – levels of service with less resources
and cost L & D Competency Audit Inprogress
Seamless integrated with Talent management processes Inprogress
1 Central database and management of vendors and content Inprogress Anecdotal based on Pre & Post
Learning design 2
Learning design of journeys demonstrate: systemic learning
journeys, agile design thinking, experiential, whole person, personal
mastery, application, reinforcement with a 70:20:10 balance. Also
incorporates digital-, mobile-, micro- and blended learning to
optimise choice, flexibility, volumes and cost Skipped Inprogress
3
Digital platform that enables just in time, future focussed,
Massmart specific learning, delivered on a mobile device. Skipped Inprogress
3
Sources of learning demonstrate: On-line access to experts,
facilitators, coaches, mentors, peers, network Skipped Inprogress
Innovation 3
Innovation measured through Innovation tracker and strategic
project reports TBC Skipped Inprogress
Participation 2
Proof that succession plan and talent agenda drives journey
participation – link back to talent review outcomes Talent Review Process Inprogress
Impact 2
Learning impact assessment guidelines and learner PoEs
implemented Skipped Inprogress
Legislation 3
Proof that strategy is driving prioritization taking legislation into
account Skipped Inprogress
Massmart Talent Development Zone Impact Measures
Tangible Measures Priority Measure criteria
Sources of learning
General Metrics
Operating model & processes
Calculation/Example
Pre Metrics
Leadership Competence (Path,
Journey & TDZ)
Status
Learner feedback 1
Feedback on perceptions of their learning experiences along the
journey and post each session
Movements & Promotions
(Transformation lens)
Post Measure
Source
Responsible
Person

61. Highlights & Achievements
STRATEGIC ELEMENTS
• L&D strategy drafted
• L&D Operating model drafted
• L&D skills inventory initiated
• L&D landscape inventory initiated.
• TDZ structure & roles drafted
• TDZ impact measurement approach agreed
– detailed playbook
• MM DNA and leadership brand drafted
CAPACITY BUILDING
• TDZ role outlines drafted
• Licence to Learn & 5 lens Ennea
• Ongoing exposure, role-modelling and
coaching with PM and Leadovate team
• L&D capacity building approach for
priority skills drafted
DIGITAL CAPABILITY
• Reviewed 15+ providers, demo’s for top 3
• Designed & ran pilots on 2 platforms
• Built relationships with IT forum
• Digital platform decision
• Detailed Success Factors planning & integration with
HRIS
• Interim approach platform planning
• Running 4 x content pilots
CHANGE READINESS
• Comms, stakeholder management &
surveys for pilots - pre & post
• Survey and interviews to understand
target group
• Detailed prospectus, comms plan and
playbook for journeys
• Launch of new identity and brand
• Roadshows and orientation sessions
across SA
• Integrated change plan for launch of JIT
content pilots and digital platform
• Supported change journey with
Leadovate team members.
LEARNING DESIGN
• Designed JIT, path and journey concept
• Detailed design of 3 + 2 Journeys with
playbooks
• 2 x competency path pilots & revised
for integration with LMS
• License to Learn (Lead) ready
• Successful survey and feedback
• Providers reviewed and contracted

62. Lessons Learnt
STRATEGIC ELEMENTS
Divisional vs Group priorities and decision
making process – many delays due to
other priorities
CAPACITY BUILDING
Low skills base
Delays in skills inventory data and
decision on approach
Head of learning role vacant
TDZ recruitment of roles to deliver
offerings delayed
DIGITAL CAPABILITY
Limited focus from IT for first 8 months
Delay in decision re platform
Decision changed due to results
Platform & content house dependency
CHANGE READINESS
Sponsor availability
Key meeting delays and exclusions –
insufficient ownership by HRDs
Assumed comms and influencing was
happening
Importance of raising risks early and often
LEARNING DESIGN
Planned talent outcomes delayed
Vacant Head of Talent – lost integration
focus
DNA development delayed
Dependency on Success Factors
availability and contracting of digital
content
Delay in RFP and contracting with
providers
PROJECT MANAGEMENT
Project charters, scope creep, time vs
budget, managing risks, consistency of
team and leaders