In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm. Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp. Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley

1.  2010 IIR Holdings, Ltd. All Rights Reserved.

2. What’s Slowing You Down?
Unlocking Strategic Speed in Your
Learning Organization
Tom Atkinson,
VP of Customer Research
The Forum Corporation
Claudine Wolfe,
Managing Director, Talent Management
Morgan Stanley
Chief Learning Officer Symposium
April 13, 2010
 2010 IIR Holdings, Ltd. All Rights Reserved.

3. They’re competing on speed
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4. Are your …
 Products and services becoming commodities?
 Customers’ needs and wants changing?
 Patents or intellectual property aging?
Are you …
 Facing new competition?
 Needing to expand into new markets?
 Dealing with longer, tougher sales cycles?
If yes … then you’re competing on speed
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5. “Where urgency
meets execution.”
—Walt Macnee, President, International Markets, MasterCard Worldwide
By The Forum Corporation
Published by Harvard
Business Press
(available June 2010)
 Speed is hard to get
 Speed is about the people
 Leaders drive speed
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6. www.forum.com 6

7. What was missing in Toyota’s speed formula?
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8. “Speed of execution is critical to our ability
to sustain our business”
Almost
90%
Agreed
0 10 20 30 40 50 60 70 80 90 100
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9. Strategic Speed
Increased value
over time
VALUE
TIME
Reduced time
to value
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10. 1 3 7
67-80% of TQM Global study of
70% of
programs do 1,500 executives:
reengineering
not create 62% of change
initiatives fail
desired results initiatives fail to
5
create desired
80% of major
performance results
systems
investments not
used/not delivering
intended impact
1990 1993 1995 1996 1998 2000 2002 2006 2010
2 6
100-company study: 40-company study of
well over 50% of major change
change initiatives initiatives: 58% did
8
failed not gain expected 59% of change
returns projects did not
4
succeed; ¼ of
70% of business- firms had 92%
critical change failure rate
efforts fail to
achieve expected
results
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11. 1980s and 90s first-generation speed
Quest for efficiency
ERP … TQM … BPR … Six Sigma … CRM … LMS
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12. Today second-
generation speed
About the people
Mobilizing groups of human beings to execute
quickly, nimbly, successfully
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13. Our Research
18 case studies
343 business leaders
> 500 books and articles
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14. Speed Correlates with Better Results
3-Year Average Growth Rates
40%
52%
Faster cos.
Slower cos.
Operating Income Sales
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15. Two Speed Traps
1 Overattention to
pace
2 Overattention to
process
Strategic speed = pace +
process + people
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16. Overattention to Pace
No chance to regenerate regularly 86%
No light at end of tunnel of intense work periods 83%
Work under constantly elevated pressure 80%
Company’s priorities change frequently 75%
Lack sufficient resources to get work done 60%
Bruch, H. and Menges, J.I., “The Acceleration Trap,” Harvard Business Review, April, 2010
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17. Overattention to Process
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18. The Three People Factors
Clarity
Unity
Agility
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19. Clarity at Northwestern Mutual
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20. Unity at Turner Construction:
Invesco Field
logos
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21. Agility at Ingersoll-Rand
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22. The Speed of Change: Lessons
Learned
Claudine Wolfe, Managing Director
Talent Management
 2010 IIR Holdings, Ltd. All Rights Reserved.

23. Morgan Stanley: Launching a Corporate University
2007 2008 2009 2010
Year of Year of Year of Year of
Reflection Survival Transition Execution
2007 • Taking a hard look at the Learning & Development function
2008 • Surviving financial crisis & seizing opportunity
• Outlined the components of the strategy
2009
• Determined pillars of success
2010 • Affirming strategies & flawless execution
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24. Clarity: Reorient Self
Accept reality and take control by moving from “if only” to “what if”
Find purpose and re-energize yourself with it
Adjust behavior to lead by example
Accept Reality Find Purpose Adjust Behavior
1. Do I fully understand and 1. Why do I still want to be 1. Have I given up on my
accept the possible here? What results do I peers and colleagues or
consequences of what has want to create? am I working hard to drive
changed around me? win-win agreements?
2. What opportunities does
2. Am I ready to take control this crisis present? 2. How am I spending my
and do something about time? Does it match my
3. What should be my key priorities?
the new reality? biggest priorities at this 3. Am I making myself
time? available, listening, and
communicating enough?
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25. Unity: Re-anchor Team
Re-evaluate vision & priorities
Align structure & design to new reality
Create the culture & climate for success
Vision & Priorities Structure & Design Culture & Climate
1. Is our vision still valid 1. Do we need to change the 1. What can we do to
despite market turbulence? design of our organization? incentivize people to
2. What is the worst-case Can we do more with less? behave in a way that is best
scenario and how likely is How? for the business?
it? 2. Do we have people with the 2. Are we getting enough
3. How can we differentiate right skills and experience honest feedback about
ourselves amidst the on key jobs? If not, what what it’s like to be on this
turmoil? can we do about it? team?
4. Have we narrowed our 3. Through this turbulent time, 3. How can we use the current
focus to 3-5 key priorities? have we clarified individual turbulence to further
What are they? roles and responsibilities as develop our good people?
far as possible?
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26. Agility: Physical, Emotional, and Mental
Re-evaluate fitness and physical activity
Imagine a state of health and well being
Create a sense of calm
Physical Emotional Mental
1. Is your body in peak 1. Are you overly optimistic 1. To what extent are you in a
performance to function and still hoping things will state of well-being in which
efficiently and effectively in come back to “normal”? you realize your own
work and leisure activities? 2. Are you enjoying life and abilities?
2. How much aerobic and procuring a balance 2. Can you cope with the
resistance exercise are you between life activities and normal stresses of life?
doing to enhance mood efforts to achieve 3. Can you work productively
states, and improve emotional resilience? and fruitfully?
cognitive function 3. What’s your capacity to
(primarily assessed by express your emotions and
reaction time in older adapt to a range of
adults)? demands?
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27. Leadership
Leaders create results despite (not because of) the environment.
The greater the uncertainty, the larger the call for leadership.
It’s what you do, not what you meant to do!
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28. The Speed of Change: Lessons Learned
Claudine Wolfe, Managing
Director
Talent Management
 2010 IIR Holdings, Ltd. All Rights Reserved.