Monday, March 5, 2012
Breakfast and Registration
Today’s 24/7 pace with its back-to-back meetings, endless emails, and chance encounters in the hallways result in most people feeling they are being kept from doing their “real work.” But in a groundbreaking new keynote, CEO Douglas R. Conant argues that these moments are overlooked opportunities for every one of us to expand our influence and deliver measurably better results. Through previously-untold stories from his career, he shows how a leader’s impact is built through hundreds, even thousands, of interactive moments in time or “touchpoints.” The good news is that anyone, at any level and in any industry, can attain greater “touchpoint mastery.”
In this critical address you’ll learn:
- How each of us is tested every moment, every day
- That one of your greatest investments is constant attention to your constant model, emotional maturity and bias for action
- How to transform otherwise ordinary interactions into powerful leadership moments — one “touchpoint” at a time
Are your leaders getting the most from their people? Are you solving problems with the best
brains in your business?
- Understand the changing expectations of talent and transform your organization into a magnet for smart and engaged people
- Explore the changing nature of leadership and employ new models for developing capability in your organization
- Get inspired by case-studies of what real companies are doing to leverage their human capital
- Drive collaboration inside and outside your 4 walls and harness the discretionary efforts of people on and off your payroll
- Get in front of changing demographics and generational trends, separate myth from reality, and learn what real companies are doing to win the war for talent
Networking and Expo Break
There is yet another “Perfect Storm” brewing out there approaching businesses large and small, set to disrupt what we “know” works, what has always worked and change the tools for success. For sake of simplicity, let’s call it the rise of the 2.0’s:
- Management 2.0
- Capitalism 2.0
- Economics 2.0
- Enterprise 2.0
- Information Technology 2.0 (and all its siblings like Web 2.0, Internet 2.0, Apps 2.0, etc.)
- Government 2.0
- Education 2.0
….And the list goes on
Combine all of these new paradigms of how things work and how to get things done with the plethora of new social paradigms, life styles, value systems and the rising economic equivalence of cultures from around the world, and well, we aren’t in Kansas anymore Toto… Oh yes, one more complication, everything is now running on fast forward and thanks to technology at DVD (or even worse, flash memory) speeds not VCR speeds. What is a business leader to do?
First – the key to success is now innovation. Second – technology is the key to innovation. Third – neither of the first two work if we don’t understand the relationship among innovation, technology and PEOPLE. Traditionally technology was applied to reduce human labor to increase efficiency and reduce costs, but with value arising out of consumptive context technology must shift to increasing human creativity and thinking - enabling, facilitating and accelerating communications, collaboration and serendipity among all of the players (suppliers, consumers, partners, regulators, creators, planners, etc.) and potential contributors of value. Information technology’s role in the future, as the platform for supporting innovation, is to increase the breadth of potential collaboration (number and variety) and depth (level of detail and interaction) of collaboration. The goal should be to reduce or eliminate economic frictions (time, distance, total costs of interaction- learning curve, risk, initiation, etc.) as well reduce or eliminate transaction costs (what does it take to get distinct parties to interact and serve each other – particularly time, human engagement and capital).
This session will be a quick course on what innovation is and isn’t, how to prepare yourself to be innovative, how to execute on innovation and the reality on what “cloud computing” has done to change the game.
Lunch and Expo
It could be assumed that most companies are nimble and poised to react quickly and efficiently in order to ensure they get available top talent, but this isn’t always the case. The most essential aspect of a successful workforce-planning problem is the ability to understand the future talent supply, both inside and outside of your organization as well as the demand for that talent. To build a future workforce that’s productive, innovative and focused on growth, you need to determine what that looks like now and how alignment to organizational goals and workforce planning strategies are the critical keys to success.
This interactive session will review the top tools and strategies that have been proven effective for leading US and global organizations. Find out what works and what’s mostly hype. Understand how succession planning is critical not only to organizational continuity, but in its alignment to your workforce planning strategies; we’ll also look at the repercussions that happen when this step is unfocused or if there’s no real system in place. Join us and learn about the essential tools and strategies that are key in organizational planning, and how you can implement these effective concepts in your own workforce planning system.
Don’t miss these takeaways:
- Learn what sets workforce planning apart from succession plans and how it can be fostered by and aligned with the guiding organizational strategy
- Discover how top organizations manage their workforce plans – from planning for short term survival to long term growth
- Understand more about the strategies, tools and techniques top companies find successful
In this session, Marcia Casey of Northrop Grumman will join Dave Marzo of Futurestep to share insights and explore key challenges associated with measuring the performance of your talent acquisition function. From strategy to execution, our presenters will offer proven strategies for defining and leveraging enterprise metrics. Specifically, they will share insights and best practices from their experience developing a company-wide talent acquisition dashboard at Northrop Grumman.
This session will provide a valuable perspective and a demonstrated strategy that can help you drive greater focus and consistency in your organization, and ensure your talent acquisition platform delivers information that is insightful and actionable.
Leveraging social media within organizations presents tremendous upside in how firms and their people communicate, collaborate, and perform together. However, most of the focus on social media for business is either focused on external client-focused use cases, or is all about technology and not about people. The real 'work' in deploying social media inside your organization is change management not technology gannet charts. The implications of a social organization (greater transparency, much faster information flow, more democratic feel/everyone has a voice, digital reputation) require a shift in what is required of senior leaders. Human Capital leaders are positioned to make an enormous impact on their firms with such technology. Will you step up to the challenge?
Learn how Marsh, a 141 year-old firm and the world leader in risk and insurance services and solutions, is undergoing a transformation in how it makes available the best of the firm for all of its 24,000+ colleagues in nearly 100 countries. Marsh U, its award-winning social platform, is successful because of the "system around the software" related to user adoption and change management. The platform is closely linked with the firms evolving IGNITE culture and operating principles.
- Learn how to tap into your organization’s "hidden assets" through social technologies
- Appreciate what it takes to influence colleague behavior in a fun, engaging and contemporary way
- Understand the differences between leadership in a traditional organization vs. a social organization
- Be inspired to take action in your organization to leverage state of the market technologies to drive performance
In today’s world of the widespread adoption of Web 2.0 the communication and information that was once limited and restricted is NOW ……exploding!
We will demonstrate how millions of users have created digital identities, self organized themselves into online communities, and are building social maps of their life. It is now more important than ever to understand your key candidate demographics, determine where they congregate online, establish what their core interests are and deliver an employment brand that the right users will connect with.
The key is to use technologies that create a bond to the social map of millions.
From these connections learn how companies are:
- Beginning to build talent communities
- Strengthening their employer brand
- Increasing qualified talent pipelines
- Leveraging their vibrant social networks
Networking and Expo Break
Under the leadership of DreamWorks Animation’s Dan Satterthwaite, Head of Global Human Resources, the Company has put into place an employee-driven, innovative and creative culture. For the fourth consecutive year, DreamWorks Animation has been named to FORTUNE’s “Best Companies to Work For” list – the only media and entertainment company in Hollywood to rank. In this interactive session with Human Capital Institute CEO, Carl Rhodes, Satterthwaite will discuss the challenges and solutions that have led to the creation of a great working environment for DreamWorks Animation’s highly creative and technical workforce, and how this is an integral component to the Company’s overall brand-building efforts.
In this session, attendees will learn:
- Practical solutions for developing a workplace where creative people can thrive
- Best practices in celebrating diversity of thought
- How to harness employees’ creativity to further the company’s corporate goals
StorageCraft has the problem all businesses wish they had - keeping up with rapid growth. Finding the right candidates fast has helped alleviate some of the growing pains. Faced with the challenge of supporting this rapid growth without compromising quality of hire, StorageCraft Technology Corporation, a premier software company focused on providing business continuity solutions turned to digital interviews to streamline their hiring process by hiring team members with the right skills and fit to the company culture.
Find out how digital interviewing provides the tools necessary for the hiring team to ensure consistent interviews are done and top candidates selected. Organizations who rely on remote interviewing save travel dollars and the time it would normally take hiring managers to interview candidates that otherwise wouldn't make the cut. Learn from Tracee Comstock, Director of Human Resources, how digital interviewing helped StorageCraft nearly double in size over a 10-month period and how she expects the solution to accommodate their continued rapid growth in 2012 and beyond.
There is a serious lack of effective leadership in business today, and the future seems even less promising in terms of solid succession planning. Because of lackluster internal programs, many companies seek leadership externally, and studies show that even organizations with expansive leadership programs still don’t get the results they need to ensure sufficient levels of good leaders. How can you develop a successful leadership development program along with a succession planning program with limited resources at the same time?
RSC Equipment Rental knows how. Hear firsthand from Linda Luman, VP of Human Resource Operations who developed a successful holistic framework for leadership development and succession planning that's grabbing serious attention. By layering leadership development and succession elements into a robust architecture RSC developed the perfect blend for creating effective and successful leadership. Learn how you can recreate this effective platform for your organization too.
Don’t miss these takeaways:
- Learn the innovative ways RSC Equipment Rental has bolstered their leadership pipeline through programs, developmental methods and other processes
- Discover how to employ segment specific leadership development approaches
- Learn how to use technology to drive efficiency, effectiveness, and insight throughout the process
- Learn how to identify and target the next level of leadership in your organization and better define the skills they need to succeed
Today's leaders may be educated, knowledgeable and experienced, but many are still struggling to keep their companies competitive in the current economic climate. During these times, leaders will often exert caution, make careful, low-risk decisions and focus on cutting costs to keep their company afloat. However, at a time when constant change has become a way of life, there is also a realization that these strategies will not be effective in the long-term. Steve Jobs once famously said “The cure for apple is not cost-cutting. The cure for apple is to innovate its way out of its current predicament. That is what leaders have to do: innovate. Historically, this is how proactive organizations have succeeded - it is up to leaders to promote the conditions for creativity and instill a culture of innovation in their organizations. But how do we achieve this?
This session will explore; the link between creativity and innovation; how organizations can enable creativity amongst their workforce; and truly embed a culture of innovation where it is entrenched into the organizations values. We will review four key areas leaders can concentrate on and organizations can foster when bringing about cultural change.
Networking and Expo Break
Recognizing performance, innovation and service dedication share values at Intuit. This vision permeates everything they do from product development to culture management. It defines the company’s passion for delivering products that supersede the competition and improve life for its customers. Innovation has become the cornerstone for Intuit’s culture with its employees at the center. Success depends upon employees’ daily performance and behaviors embodying Intuit’s key cultural attributes. So how does Intuit reinforce these values and cement its culture? How does the company ensure both individual employees and entire teams feel recognized and are continually motivated toward improved performance?
To celebrate the hard work and commitment of its international workforce, Intuit invests in a single, global recognition program that drives and unites its more than 8,000 employees around the world. Appropriately named “Spotlight,” Intuit’s employee recognition program was created to recognize behaviors and performance that go above and beyond and advance along the path of innovation.
During the past several years, Intuit Spotlight has helped reinforce a unified culture and drive consistently higher employee engagement levels. (Intuit’s latest engagement score is 85% - this is considered world-class). The program has also ensured employees feel valued for performance that is truly making a difference internally and externally. When asked, more than 90% of employees agree that receiving a Spotlight award makes them feel recognized.
In this joint presentation, Intuit’s Sr. Compensation Business Partner Jennifer Leprid will discuss the steps the company took to unify its global workforce and the business impact achieved by embracing the power of a global, strategic employee recognition program. Globoforce’s Vice President of Client Strategy and Consulting Derek Irvine will share the proven strategies that made Intuit’s program successful and how these strategies can be applied to any large or mid-sized enterprise seeking to make a quantifiable impact on employee engagement and proactively manage culture.
In this interactive forum, Lepird and Irvine will:
- Discuss how employee recognition programs help to reinforce positive company cultures through timely, specific, and meaningful recognition moments
- Examine how recognition can serve as an ongoing performance management tool for employees
- Highlight the challenges and successes Intuit experienced on its path to implementing a successful strategic employee recognition program globally
- Share recognition best practices for success and why program flexibility is crucial for global adoption
Demonstrate the impact of recognition on individual and team performance and engagement
Learn how one of the nation’s largest healthcare organizations successfully implemented an ATS to improve its candidate experience throughout the entire recruiting lifecycle. Discover how one critical component of this implementation was the reference-checking step. That step was a manual process that was inefficient and inconsistent, and the quality of the feedback gathered from references was not influencing hiring decisions.
HealthSouth wanted a solution it could integrate with its ATS to create a seamless workflow for hiring, and immediately improved hiring outcomes and sourcing capabilities as a result. In addition, more deliverables were realized above what was originally expected across the system. These additional deliverables included: increased buy-in from hiring managers, higher demand for reference-checking reports, more objective and behavioral data for the HR team to strategically leverage, and a robust passive candidate database of references.
Learn how your organization can be like one the nation’s largest healthcare organizations after it successfully implemented an ATS to improve its candidate experience throughout the entire recruiting lifecycle.
In this case study, learn how to:
- Devise a strategy for implementing a new ATS system across the entire organization’s HR function
- Transform the reference-checking function from a manual process to a necessary component that gathers behavioral feedback influencing hiring decisions.
- Increase buy-in from hiring managers, provide more objective and behavioral data for the HR team to strategically leverage, and build a robust passive candidate database.
Building a culture of innovation has become a familiar mantra in most organizations. However, while it is universally recognized as a key driver of growth in an increasingly fast-paced, complex and uncertain environment, innovation remains a fairly nebulous and intangible concept for many organizations. Organizations like Apple, Google, 3M and others are recognized as having it – but, what exactly is ‘it?’
‘It’ is a well defined and well managed innovation capability. And, while instructive to consider what works for others, the realities of your organization, your markets, your customers and – yes – your culture, requires defining – and building - what will work for you.
In this unique interactive session, we will explore how leading organizations win through innovation, how they configure to support and sustain these capabilities and present a framework for defining and building innovation capabilities in your organization.
Together, we will:
- Explore what it means to be an innovative organization
- Learn how following conventional wisdom may actually get in the way
- Apply a framework to define your company’s innovation ambition
- Discuss the intimate connection between leadership and innovation
- Provide practical tools for tackling the challenge of building innovation capabilities
Successful leadership and development programs are a critical requirement for today’s highly skilled global workforce. Unfortunately, some organizations perceive employee development programs as an extraneous budget item with a low return on investment. Eliminate these perceptions with clear program alignment to customer outcomes and your strategic plan.
At this session, you will discover the SMART approach to build innovative development activities based on credible data in alignment with your strategic plan. This approach includes a straightforward employee engagement process to validate or refine competencies, establish benchmarks, and identify skill gaps for targeted development activities.
- Identify and replicate high performance knowledge, skills and abilities across your organization
- Review the Skill Gap Analysis process and prioritize your development program initiatives
- Engage senior leaders with credible data to gain buy-in for innovative development initiatives
- Leverage your top performers and existing resources to design high impact development activities
- Review two SMART innovation activities
Hosted by our Summit Underwriters. Join HCI leaders, speakers and members for a relaxed southwest style reception that will include specialty chef-prepared light appetizers paired with a selection of cocktails. Visit our underwriters and have a chance to win great prizes.
Tuesday, March 6, 2012
Breakfast and Expo
The tumultuous impact of the recent global recession has leadership teams all over the world struggling to identify the critical leadership skills to achieve sustainable growth. Clearly what has worked in the past is no longer a recipe for success in such a volatile and unpredictable future.
The recent research on over 25 global organizations and points of view from numerous external consultants validate that there are many different leadership competencies that companies are blending together and refining to find a competitive human capital advantage for growth.
The one enduring characteristic for sustainable growth in both good and bad economic times is based upon the establishment of a strong culture of Leadership & Innovation.
This session will highlight some of GEHC’s practices along with research on why an Innovative Culture is so important for short and long term growth along with some examples and success stories of where it is being done effectively today.
Participants will be able to walk away with the following:
- Get a glimpse of 2-3 GE Healthcare practices on driving an innovative culture
- Understand what some of the new research on Leadership & Innovation is revealing
- Evaluate a few methods of how to use Imagination for Growth
- Introduce a few new contemporary frameworks to assess the climate for innovation
- Provide a framework of how to effectively think about your next steps
Networking and Expo Break
The way we’re working isn’t working. Demand in our lives is increasing relentlessly, but our capacity isn’t keeping pace. Far too many organizations expect their employees to operate in the same way that our computers do: continuously, at high speeds, for long periods of time, running multiple programs at the same time.
It’s a prescription for exhaustion, failure and burnout. Human beings are designed to pulse. We’re at our best when we move between periods of expending and intermittently renewing our four key sources of energy: physical (quantity) emotional (quality) mental (focus) and spiritual (purpose). The better organizations help employees meet these needs, the more engaged, focused, creative and productive they become.
What participants will take away:
- A scientifically-based approach to building capacity across the four key dimensions of your life: physical, emotional, mental and spiritual.
- An understanding of how intermittently renewing personal energy fuels sustainable high performance.
- Why the most fundamental role of a leader is to serves as the Chief Energy Officer.
- How cultivating singularly absorbed attention – vs. multitasking -- leads to higher quality outcomes.
- The keys to building rituals —highly specific behaviors that address one’s key energy needs and become automatic over time.
Wayne Elsey was a shoe industry executive in 2004 when TV coverage of the Asian tsunami disaster moved him to try to make a difference in the world. Upon seeing the image of a single shoe washing up on a beach half way around the globe, Wayne quickly galvanized colleagues to route a quarter-million pairs of shoes to Southeast Asia. He repeated the effort less than a year later when Hurricane Katrina slammed the U.S. gulf coast region – collecting and distributing 750,000 pairs of shoes to areas hardest hit.
Within a year, Wayne left his executive post and formally incorporated Soles4Souls. In just five years, the charity distributed more than 16 million pairs of new and gently worn shoes to people in 127 countries. Maintaining an unbelievable growth rate throughout the economic downturn, Soles4Souls now has annual revenues of $77 million and is one of the fastest-growing charities in the country.
This session will explore the Soles4Souls story and discuss how innovative thinking and strong leadership led to the creation of an organization that is now changing lives around the globe – one pair at a time.
Don’t miss these takeaways:
- Learn how one entrepreneur deployed his business skills and experience within an industry to create an entirely new business model and impact the world
- Explore the ups and downs of building an organization with a unique business model
- Get inspired to turn your passion into a successful career
Lunch and Expo
In today’s talent marketplace, the contingent or free-agent worker is taking a strategic role in company success alongside the traditional full-time employee. In a time when up to a quarter of an organization’s workforce may consist of contingent workers or highly skilled contractors, a truly global talent strategy must embrace all types of talent--not just FTEs. In this presentation, Laura Schuchardt of Autodesk joins Karen Turner of SourceRight, a Randstad Company, to explore the opportunities and challenges managing the mix of traditional and free-agent talent known as the “blended workforce.”
As a global industry leader in 3D design, engineering, and entertainment software, Autodesk knows first-hand the importance of hard-to-find talent in meeting critical market needs. By encompassing all types of workers in its talent acquisition operations, the company has positioned itself to better meet rapidly changing skills needs. What goes into making a blended workforce approach effective? How do you evolve the organization? How do you get the Procurement owners of contingent workers on the same page as the HR owners of FTE recruitment? How do you achieve consistency across all forms of engagement and ensure a great career experience for candidates, free-agents and employees alike? They’ll address these questions and more. This is a great chance to hear a real-world perspective on a trend that is changing the way companies compete for talent today.
Don’t Miss these Takeaways:
- Discover the leadership considerations behind blended workforce; what does it take to address the HR leader driving traditional talent acquisition and the Procurement leader driving contingent spend?
- Learn how technology plays a role in the evolution of blended workforce management.
When Spirit Aerosystems was established in 2005 after separating from Boeing Commercial Airplanes, organizational leadership was faced with the challenge of rebuilding its entire talent acquisition infrastructure. Recognizing the opportunity to lead the industry, the ability to attract high quality, strategic talent at every level was crucial.
Join Martha Webb-Jones, Sr. Manager of Spirit Aerosystems and Terry Terhark, Divisional President of The RightThing, An ADP Company as they share Spirit Aerosystems journey of reinventing their hiring process with the help of recruitment process outsourcing. Evolving from a disjointed and decentralized process to a sophisticated, strategic model, Jones and Terhark will discuss the steps and solutions Spirit Aerosystems took to deploy a cost efficient hiring standard that drives high quality hires, process effectiveness and visibility around the world. The session will also explore the tools and technology driving the success of tomorrow and share tips in finding process innovation at every level.
The newest Corporate Executive Board research shows that only 17% of leaders in a global leadership role today can be considered a “great global leader” -- meaning one that achieves both their current performance objectives and is building the foundation for the future success of their business. One of the challenges is around whom organizations are putting in these roles – the people that want them are very likely the people who will be least successful in them. Another really interesting finding is that in order to build and enable success in these global roles, organizations are going to have to recalibrate their tolerance for risk because some of the best practices we’ve seen involve external partnerships for leadership development.
You will learn:
- How to define a great global leader in terms of both current performance and foundation-building objectives
- What characterizes great global leaders in terms of their aspirations, competencies, and activities
- The development experiences that build the most important competencies for rising global leaders today
- Why organizations need to engage in riskier development activities to grow the capabilities and networks of their global leaders
Today's virtual workforce is often dispersed across countries and cultures, allowing better collaboration and innovation across geographies, but also posing unique management challenges not encountered with co-located teams.
Are you leading a global team? At this session, you'll learn best practices in and common pitfalls of managing globally distributed teams. Real-life stories and research will illuminate the importance of leading with a focus on individual strengths and preferences, being culturally aware and sensitive, and effectively communicating with technology on a global basis. High level cultural awareness training and proven-effective global team building strategies will also be shared.
Don’t miss these best practices:
- Learn how to improve your global team leadership and performance by leveraging individual strengths and preferences
- Better understand cultural considerations and how to be effective in intercultural interactions
- Hear tips for effective global communications and the role technology can play
Networking and Expo Break
Organizational Strategy #1
Innovation is becoming a core component of overall corporate strategies in boardrooms around the world and human innovation is one element that truly differentiates a company. What are the human capital management strategies that companies are embracing to set them apart from their peers? Come to this session to learn about these new ways of doing business. You will hear about best practices around collaboration, talent management, big data and predictive insight that you can leverage in order to be in the “winner’s circle” as it relates to innovation.
Unisys, a worldwide IT services company launched a major HR Transformation initiative over three years ago to enable more strategic HR business contributions to the business. A key dependency for transformation success was an improved HR services infrastructure to more efficiently communicate with employees and provide personalized access to HR information. This session will examine how Unisys is facilitating a fundamental change in how HR delivers services globally with a focus on process, people, and technology.
Learn from Nadine Hogan, Director of Global HR Operations, Unisys, the key components of their HR transformation, including HR’s organizational structure, enabling technologies – and results achieved to date: labor arbitrage, better partnering with the business and better utilization of resources.
There have been structural changes to the American economy and workforce. It's not about training it's about shifting to a self sustaining model whereby leadership development becomes an engine to drive not only talent but innovation. Leaders today have become very good at cutting costs and certainly becoming efficient but are they good at growing leaders?
We will discuss the cultural changes, performance models, and a framework in which leadership development becomes self-sustaining. Discover the talent identification model that has successfully targeted the characteristics needed from high potentials and future leaders. Learn the kinds of discussions and strategies you can use to further develop the leadership effort in your organization.
- Learn how to create a framework that develops leaders who drive innovation
- Discover how to target high potentials and future leaders with amazing accuracy
- Find best practices in changing cultures to be more collaborative and adaptive
In today’s competitive world, organizations need to use all available channels to attract, engage and hire talent. By using mobile technologies and multimedia as part of the recruitment process, companies can utilize two of the fastest growing communication and collaboration mediums to gain a competitive advantage. Mobile phones are predicted to outsell desktop computers by 2013, so the way that job seekers are already searching for new jobs is absolutely changing. Bring your cell phone, PDA, tablet, or any other mobile gadget to see first hand how candidates will interact with your company using new communication devices.
Without a doubt, it is time for organizations to adapt multimedia and mobile or risk falling behind. In today’s environment, every business should be making it easy for people to visit their careers websites, whether through a mobile phone or tablet or other mobile devices. With the majority of companies having no clear mobile recruitment strategies in place, who in your firm is taking responsibility to ensure that job seekers can view your website, anytime, anywhere, using any device? This workshop will address these challenges and will offer practical solutions.
What you can expect to learn:
- Mobile recruiting trends, and developing a mobile recruitment strategy
- How to use interactive video marketing and video interviewing to attract top candidates
- How to integrateSMS and MMS into applicant tracking
- Using QR codes and location based services in recruitment
- The integration of employment branding and multimedia recruitment
We invite you to attend a cocktail reception hosted by Taleo. Enjoy cocktails and appetizers before witnessing the awards ceremony for the 2012 HCI Human Capital M-Prize.
Gary Hamel will announce the three winners of this year's contest which focused on leadership development.
Sponsored by: Taleo
Wednesday, March 7, 2012
Breakfast and Expo
Moderator’s Recap From Previous Day
Much has been written about the unique culture and organizational practices of W. L. Gore & Associates, a long-time Best-Place-to-Work Company and recognized innovator of electronic, industrial and medical products – as well as the category definer GORE-TEX® fabrics.
In this research-based session, Debra France will help participants peel back the unique Gore features most often described in case studies and business publications – among them: Sponsors instead of managers, a lattice structure with minimal hierarchy, associates making their own commitments, the power of small teams, and knowledge-based decision making – to understand how these factors contribute to the company’s ability to sustain innovation over time.
Participants will explore:
- How these features and practices produce a culture that drives both high-performance and innovation
- How the Gore culture promotes an interplay of both freedom and discipline for teams to drive innovation
- How leaders and sponsors moderate a series of polarities to create optimal environments for innovators
Networking and Expo Break
Today’s organizations face unprecedented challenges, which include: a wildly accelerating pace of change, the gale-force winds of creative destruction, intensifying competition, rapid commoditization, and increasing demands for social accountability. Problem is, these challenges lie outside the performance envelope of the “management model” that currently predominates in most companies. What’s needed is a revolution in how our companies are led, managed and organized—and information technology will be the catalyst.
The basic structures of “modern” management were invented a century ago with the goal of driving discipline and efficiency into large organizations. But today, companies need to be more than diligent and cost-effective. They must be highly adaptable, endlessly inventive, and inspiring for employees and customers. Accomplishing this will require a fundamental overhaul of “Management 1.0.”
In his provocative and practical presentation, Professor Hamel will lay out a blueprint for Management 2.0, and help you to identify the ways in which you can use the power of the social web to start a management revolution in your company.
In his talk, Hamel will cover:
- The make-or-break challenges that will drive competitive success in the “creative economy”
- The performance limits of Management 1.0
- The “design rules” for Management 2.0
- How information technology will invert ultimately the pyramid
- What you can do to begin “hacking” the management processes in your company
Drawing on a wealth of examples from the world’s most progressive organizations, Professor Hamel will present a compelling vision of how information technology will help us build organizations that are fit for the future and fit for human beings, and he will challenge you to join the vanguard.
The final presentation of the Summit is based on the observations and experiences of HCI’s Chief Learning Officer from the over 7000 students who have taken HCI’s courses over the years. A number of insights---some pleasant and some poignant and some painful—will be shared including (previously) cutting edge technology, video clips, a global readiness quiz, the most popular books and articles, several stories and four futures to consider. Forman will also briefly recap the major themes and findings from the previous presentations before adjourning the conference until next year.