2021 pushed organizations to find an alignment between HR’s agenda and Business expectations. Those businesses that thrived in 2021 managed to build “Antifragility”.

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ACCENDO
A m a z e E v e r y o n e
1 Shape job architectures to enable agile career paths
2 Assess behaviours to prepare talent for a digital mindset
3 Guide talent for success in current and future roles
Succession Planning For 2021 and Beyond:
A Leadership Pipeline For The New Business Environment
19th January 2021
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With You Today
Sharma Lachu
CEO
Accendo
Ishita Bandyopadhyay
Director Human Capital Solutions
Aon

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Let’s Talk About 2021
2021
HR’s current
state
Business
expectations
Finding Alignment Between HR Agenda and Business Expectations
• Finding a standardized
approach
• Building long term plans
• Operational excellence
• Building an agile structure
• Quicker reviews of strategy
• Antifragility

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Antifragility in 2021
At Risk Resilient Antifragile
Purpose/St
rategy/Bus
iness
Model
Unaware of assumptions
our purpose, business
model, how we win,
depends on
Purpose/business model
crafted to survive
expected environmental
changes
• Purpose/business
model crafted to benefit
from expected
changes.
• Continuous questioning
viability
• Adapting
Culture/Se
nsing/Lear
ning
• Closed, hierarchical,
siloed culture
• Lack of diversity
• Listening to weak
signals
• Fast information
diffusion
• Sense making
• Diverse workforce
• Externally collaborative
• Ecosystem learning
• Learn through teaching

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Achieving Great Succession Planning in 2021
Who are the people we’ll need What are the processes we’ll need

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The Changing Role of Leadership
Increased business complexity
Faster product innovation cycles, Omni-
channel business and ever-growing eco-
system of partner companies
Constant change
Digitalisation enables faster decision-
making and execution
Technological advancements
Rapid development within IT and
innovation technology
Good leaders are able to simplify all three for their employees.
They encourage their employees to harness technology and subsequently create a competitive advantage.
Good leaders are able to innovate and collaborate in new ways and are humble enough to move into a role of
a facilitator. They act as agents of change - sparking a multiplying effect across their areas of responsibility.

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Leadership in the Digital World
Leadership for digital transformation
Many organizations are struggling with their digital
transformation journeys, caused by the lack of digital, but
also leadership capabilities.
Only
35%
say they have the leadership capabilities
required for digital transformation
The most digitally mature companies are
4x
as likely to be developing needed digital leaders
than the least digitally mature companies
Developing the right leaders
It is important to develop – not just have – digital leaders.
The most digitally mature companies still report needing new
leaders, but they are also taking steps to develop them.

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Digital Leader Model
Agile Mindset
Leading Change
Driving Business
o Learnability
o Agility
o Curiosity
o Drive to Lead
o Championing Collaboration
o Humility
o Empowerment
o Handling Data
o Strategic Solutioning
o Business Acumen
o Digital Communication
o Mental Endurance

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Digital Leader Model: 3 Pillars
Agile
Mindset
Leading
Change
Driving
Business
Agile Mindset is about being open-minded and learning-oriented, willing to reflect own strengths
and weaknesses, intellectually curious and displaying positive attitude towards change and
development.
Driving Business is about global networking, identifying and developing business opportunities,
generating solutions and taking calculated risks, and ultimately driving business success. It is also
about integrity, reliability and resilience which are needed to handle pressure and continuous
regulatory changes.
Leading Change is about showing interest in leadership in a volatile work environment, promoting
and inspiring collaboration, empowering team members to embrace change and drive their self-
development, being self-aware and willing to move into a role of a humble facilitator.

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Organisation
structure
Hierarchical
business functions
Projects, squads,
shared service
Teams
and projects
Teams formed
over time
Teams form and
dissolve quickly
Flexibility
and space
People assigned jobs
by managers
People sought out
based on skills
Jobs
and roles
Job descriptions,
job levels and titles
Assignment, tasks,
expert roles
Careers
Jobs are ‘owned’
by the managers
Jobs open in
transparent
marketspace
Managers
Managers ‘own’
teams & career paths
Managers
manage projects,
sponsor people
Rewards
Basis level,
tenure, experience
Basis outcomes,
reputation,
sponsorship
Culture
Inclusion,
sustainability, diversity
Citizenship,
collective thinking,
shared values
Agile Organizations: New Relationships
As job architectures evolve around Craftsmen, there is downstream impact on team structures and processes. Structures become
project-based, teams form and dissolve quickly, and jobs are linked to projects and assignments.
Designing
Future Jobs
From To From

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Talent Fitment with Evolving Jobs
35%
Problem Solving
Degree of complexity and
judgement required
28%
Knowledge
Level of knowledge,
and how it’s applied
17%
Interaction
Level of communication
and cultural complexity
11%
Accountability
Financial scope and
breadth of the role
9%
Impact
Geographic span and
time horizon
Key factors for role impact and talent mobility
Uncovering new
career paths
Traits assessed currently for digital readiness
22%
39%
69%
63%
Agility:
flexibility adapting to
changing situations
Curiosity:
being curious and open
to change and novelty
Learnability:
seeking continual
self-improvement
All three:
Learnability, Agility
and Curiosity
Source: Aon, n=663
Source: Aon, n=663

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Case study:
Building an agile workforce at a worldwide investment bank
“So now talent leaders know
what the development
priorities are at different parts
of the organization. They
know which people need
additional support and
resources to become more
agile”
Helping Employees fit into Agile
Job Roles
• Fast-paced financial environment
• Swiftly adapt to consumer expectations
• Shift to a nimble model, rapid iterations
• Connect code to business results
Building a Strategic Development Center
Agile Project
Managers
Scrum
Masters
Area Team
Leaders
Project
Owners
Uncovering new
career paths
Demonstrate the commitment in investing in
people throughout the transformation
Communication
Challenge
Custom development report, as well as follow-up
courses to help develop their skill sets
Strengths and
Weaknesses
92% of participants took training actions,
significantly increase readiness for agile roles
Capabilities
Development
Behavioral
styles survey
agileChat Coach and
employee
interview
Coach,
manager and
employee
feedback
session
Ongoing
manager and
employee
dialogue

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15%
19%
31%
47%
0% 20% 40%
First-time managers
All candidates
All employees
Key talent
Source: Aon, n=663
Key Talent Segments
`Current Assessment Focus for Digital Readiness
Guiding talent
for success
First-time managers are often first ones to be impacted, a greater emphasis on measuring their readiness is critical.
Characteristics of ‘Digital Leaders’
Leading Change
Driving Business
Agile Mindset
o Learnability
o Agility
o Curiosity
o Drive to Lead
o Championing Collaboration
o Humility
o Empowerment
o Handling Data
o Strategic Solutioning
o Business Acumen
o Digital Communication
o Mental Endurance

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Learning Culture
Self-paced learning with a strong learning culture helps to acquire new skills
and behaviours seamlessly
29%
43%
52%
57%
64%
0% 20% 40% 60% 80%
Group learning journeys
Self paced learning
Link new roles to individual aspirations
Mentor for increased effectiveness
Clear development plans
Source: Aon, n=663
Future Jobs Finder is freely accessible via futurejobsfinder.vodafone.com
Approaches to support talent during transformation
Case study

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Achieving Great Succession Planning in 2021
Who are the people we’ll need What are the processes we’ll need

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Stepping Outside HR for a View
To get some perspective on how HR should be thinking about Succession Planning, we can look to an industry
where Talent Strategies are.. Talked about 5 x more, Budgets are 10 x more, and Results Yield are 20 x more
Why Sports?
• Constant player succession data collection, despite once
a year transfer window
• Hyper-personalized training upon selection
• The Talent Pooling Model, ensuring succession ease for
players and managers

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Understand Your Talent Risk in 2021
See if your organization is facing the same
talent risk as most businesses in the market
1. Build a catalog of top potential talent risks that
seem more likely to affect the business based
on characteristics of the business
2. HR leaders should conduct a rigorous, formal
evaluation to determine which risks are most
likely to occur and to impact the execution of
future business strategy
3. HR must then formulate an effective risk
mitigation plan to be communicated to
shareholders to anticipate rather than react
4. Stress testing these mitigation plans leads to an
antifragile organization

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Changes in 2021 That Will Impact Succession Planning.. Drastically
Transforming
jobs & success
profiles
Evolving
work policies &
practices
Shortening
skill shelf life
Based on research by Gartner, McKinsey, Accenture and Deloitte
While technology further impacts
jobs, all jobs will be bucketed into
3 areas ; Extinct, Augmented,
Created
Pandemic driven work styles
have had a paradoxical effect
on talent – talent identification
is harder due to lack of
performance visibility, yet talent
availability is easier due to
global availability
Innovation will make skills
obsolete faster, leaving
organizations who thrived
on “specialist for life” in a
vulnerable place

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Key Processes You Need in Succession Planning for 2021 and Beyond
Companies that had a solid succession plan in place experienced better business continuity through the
pandemic compared to those that didn’t.
Fluid
Succession Planning
24/7
Talent Availability
Future-looking
Career Pathing

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• Succession planning is no longer a one time static practice and needs to be looked at as a living
process – its continuous and learns to get better
• HR teams have to get better at harnessing data in order to build a resilient organization. HR systems
today 3-5 years behind CRM
• Leveraging on this process also helps build diversity in thought and leadership. According to Gartner,
88% of D&I leaders identified promotions and/or succession as one of the talent processes most
susceptible to bias
Fluid Succession Planning

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24/7 Talent Availability
• HR teams have to consider developing their own internal talent marketplace. This is no longer an if
question, but a when question. This internal talent marketplace will:
 Maximize internal recruitment
 Reduce external recruitment cost
 Optimize talent utilization
 Reduce attrition
• This will allow a connect between talent buyers and talent sellers which means companies can create
jobs and fill them almost instantly
• Projects can also be launched in tremendous scale because employees become a resource of the
company not of the function

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Future Looking Career Pathing
• In 2020, we put the accountability of work in the employee’s hands, now in 2021 its time to put the
accountability of careers there. HR then serves as the organizations vehicle to drive employees along
their career paths
• HR Teams should implement career paths to boost employee engagement. However just saying with
engagement, productivity rises, and profitability soon follows isnt enough, it must now be quantified.
• Some organizations “can precisely identify the value of a 0.1% increase in engagement among
employees in a particular store.” Take the example of Best Buy, where a 0.1% increase in engagement
results in over $ 100,000 in annual operating income per store
• The rise of Career Nomads - high-performing talented pros who have no qualms switching jobs,
organizations and even careers
• Talent is expensive to replace, so organizations are increasingly aiming to keep these nomads happy by
laying out career paths

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Winning the Change with Process Innovation
Transforming
jobs & success profiles
Evolving
work policies &
practices
Shorter
skill shelf
life
Fluid
Succession Planning
24/7
Talent Availability
Future-looking
Career Pathing

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Food For Thought
We cant outsource our moral
responsibility despite technology being
the forefront of work

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Question & Answer Session
Sharma Lachu
CEO
Accendo
Ishita Bandyopadhyay
Director Human Capital Solutions
Aon