1. GE Healthcare Chief Learning Officer The Future of the Global Leader May 25 th , 2010

2. Business Innovations 1910 The Assembly Line 1920 Market Segmentation 1931 Brand Management 1943 Skunk Works 1950 Lean Manufacturing 1967 Scenario Planning Ford GM P&G Lockheed Toyota P&G 1973 360 Degree Feedback 1987 Six Sigma 1989 Outsourcing 1990 Reengineering 2000’s Open Innovation 2020 ? DuPont Motorola & GE IBM Ford P&G What’s the next method management model?

3. Leadership Attributes for the 21 st Century GE Growth Values Clear Thinker Imagination External Focus Expertise Inclusiveness GE Healthcare Collaboration Conflict Mgmt Communications Coaching Self Awareness Hay Group Emotional Intelligence Collaboration Negotiation Strategic Thinking Clear Vision Heidrick & Struggles Self Awareness Authenticity Teacher Global Learner Senn Delaney Learning Mindset Deep Purpose Clear Direction Vitality Culture DDI Promise Development Master complexity Balance of Values & Results CI Profile Visionary Cultivator Catalyst Orchestrator Goal Driver Jeff Immelt 21C Big Thinker Globalist Effective Listener Communicator Developer of People Dave Ulrich Strategist Executor Talent Manager Human Capital Developer Personal Proficiency What’s the right leadership model for 2020? Accenture Visionary Evangelist Relationship Builder Managers of Execution Betsy Meyers Authenticity Connect Respect Clarity Courage Price Waterhouse Cooper Inclusive Leadership Deliberate process for change Creative Climate CLC Leading People Strategic Planning Inspiring Commitment Managing Change Quick Learner Do what it takes ? ISHR Big Picture Flexibility Agility Multi-cultural Networked

4. Leadership Effectiveness Formula SLA = 10 Futuristic Enablers 7 Table Stakes SLA = Strategic Leadership Advantage

8. www.Globesmart .com

9. 2. Boundaryless Collaborator “ Being a successful collaborative leader is about delivering results across boundaries.” David Archer & Alex Cameron

10. 3. Legendary Builder of People & Teams “ 85% of all leadership training at GE will be team based” Jeff Immelt GE CEO

11. Talent Developers Hay Group – Best Leadership Companies ‘09 Coaching explains 35 point delta between best and average Q1

12. Team High Performance Teams *Study of 2600 teams 14% Inter-dependency Performing 18% In-dependency Norming 50% Counter-dependency Storming 18% Co-dependency Forming % of Success Dr. Sue Wheelan* Dr. Bruce Tuckman

14. 4. External Focus Excellence “ Sometimes customers don’t know what they want until you show it to them? Steve Jobs

16. 5. Generationally Savvy

17. U.S. Census Bureau, 2007 American Community Survey, www.census.gov Generationally Savvy

18. Five Generations in the Workplace Bureau of Labor Statistics Employment Projections Generationally Savvy

19. “ By 2014, 47% of the workforce will be Millennial's…Boomers will be retired and there are not enough Gen X’ers. So Millenials will be in much bigger roles 10 years earlier in their careers than what we have seen in the past.” Generationally Savvy

22. Digitally Savvy Web 2.0 usage Study of 743 Companies who say they will leverage the web for learning & development 9% use the web today 87% will use in 3 years

23. 7. Harmonious blend of IQ & EQ “ Leaders have strong EQ along with their bright IQ’s. The general rule from an analysis of 500 global companies is that Emotional Intelligence contributes to 80% to 90% of the competencies that distinguish outstanding from average leadership” Daniel Goleman

25. 8. Multiple Horizon Thinker with Peripheral Vision “ 2/3 of Corporate Strategists admitted their firms were surprised by 3 or more high impact events in the past 5 years” George Day - Wharton

26. Longevity across multiple horizons of time Box 1 = Core Business representing 65% of your projects Box 2 = Adjacent Spaces representing 25% of your projects Box 3 = Entirely New Space representing 10% of your projects Balanced Portfolio Planning Vijay Govindarajan of Dartmouth on Innovation Discovery Driven Growth Rita McGrath of Columbia Q4&5

27. 9. Innovation Champion Problem: Round Watermelons are awkward to handle and hard to display Solution : grow in square containers and get a premium

29. Leaders create the climate Leadership Productivity Climate 40%-80% Source: Ekvall and Arvonen, 1999; Akkermans, 2008 “ The most important thing a leader does is create the right climate for innovation, growth & creativity that ultimately leads to productivity” Scott Isaksen – Meeting the Innovation Challenge

31. CLIMATE IS KEY TO IMPROVING BUSINESS PERFORMANCE Source: Kotter, J. P., & Heskett, J. L. Corporate culture and performance. New York: The Free Press. Organizations that intentionally and effectively manage their working environments consistently outperformed companies that didn’t.

33. 10. Inspirational Communicator When people are exposed to an idea one time, they retain 10% or less of it after 30 days. When people are exposed to the same idea six times, with interval reinforcement, their retention is 90% at the end of 30 days. Albert Mehrabian - UCLA

34. 5.9 9.8 3.4 8.3 3.6 12.9 6.0 Hay Group – Best Leadership Companies ‘10 #1 Inspiring Leadership #2 Strategic Thinking #3 Influencing Skills

35. 70 57 1 “ Research shows that a manager has a tremendous amount of impact on an employee’s level of commitment. In fact more than 70% of an employee’s commitment is based upon the manager’s interaction” – Corporate Leadership Council (2003) “ Engaged employees can yield up to 57% more discretionary effort” – Corporate Leadership Council “ The number 1 reason people leave a company is their immediate manager” - Talent Keepers Managers impact on Employee Engagement “ The number 1 reason people leave a company is their immediate manager” - Talent Keepers 1

36. Self “ Research shows that a manager has a tremendous amount of impact on an employee’s level of commitment. In fact more than 70% of an employee’s commitment is based upon the manager’s interaction” – Corporate Leadership Council (2003) Engaging Employee Hearts & Minds “ The number of employees exhibiting high levels of discretionary effort has dropped 53% since 2005” Corporate Leadership Council January 2009 “ 25% of high potentials plan on quitting in the next 12 months, relative to 10% of non high performers” Corporate Leadership Council January 2009

37. Leadership Effectiveness Formula SLA = 10 Futuristic Enablers 7 Table Stakes SLA = Strategic Leadership Advantage

38. Leadership Effectiveness Formula LTSLA = 10 Futuristic Enablers 7 Table Stakes LTSLA = Long Term Strategic Leadership Advantage

39. Any Final Questions?

40. Breakout Instructions

41. Action Learning on Global Leadership Development 10:30 am to 12:00 pm Team Problem Solving in your Breakout rooms: 6 Teams with a specific problem to solve (select a captain, timekeeper, template builder & a presenter(s) ) 35 minutes for teams to solve problem (15 mins brainstorm, 10 mins prioritize, 10 mins complete template) Plenary room Report-outs from 11:15am to noon (~7 minutes/teams - includes Q&A

42. 1. On Executive Coaching…. Executive coaching is transforming from a “solving an executive dysfunctionality challenge” to a “badge of honor to have one assigned to an up and coming executive”. What are the top 5 characteristics of what a world class structure should like like when implementing an executive coaching program in a global company? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

43. 2. On Transforming a culture… The global recession in 2008 & 2009 has forced many companies to transform their cultures in order to survive and stay liquid. What are the top 5 cultural characteristics that every global company will need to demonstrate in order to thrive and prosper in the next 3 to 5 year? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

44. 3. On Developing high potentials Over 6,000 Baby Boomers turn 60 every day resulting in a shortage of “tried, true & tested” leaders ready to replace them with minimal disruption. What are the top 5 ideas on how to accelerate the readiness of a company’s high potentials so they can be successful in big leadership roles? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

45. 4. On Structuring a Global L&D team The GDP growth of developing and/or emerging markets is 2 to 3 times greater than ‘developed’ countries and Global L&D organizations are paying more attention in the development of employees to capitalize on the projected growth. What are your key ideas on how to best structure a global L&D organization to make a positive impact? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

46. 5. On Emerging markets Retaining talented employees in emerging markets (ie: China, Turkey, Africa, India, Russia, Brazil) is a huge challenge for global organizations. What are the top 5 best practice ideas of how to leverage training to retain your top talent in emerging market locations? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

47. 6. On Changing learning mindsets In DEVELOPED countries L&D is accepted as a necessary investment in your employees. In DEVELOPING countries L&D is looked upon as an expense. What are the top 5 reasons (argument points) to convince a new executive in emerging markets to budget for the investment in their people. Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools

48. “ Thank you“ Bob Cancalosi GE Healthcare CLO