MM Bagali, PhD, HR, HRM, HRD, Research, Management, India, .....Presentation ...
Ramon estopina mba programme presentation v3 [compatibility mode]i
1. One IT MBA Leadership
Development Programme
20th December 2005
One IT Internal Consulting
2. Objectives
Review the purpose of the OneIT MBA Leadership
Development Programme
Present successes to date in Acquiring and Developing
Talent
Review the recruiting plan for 2006
Address remaining areas for clarification
2
3. Acquiring Talent – Successes to date
We have started building presence among major MBA Programmes
and interviewed 150+ candidates through 15+ Assessment Centres
• Building presence in premium elite MBA Programmes throughout the world
• Acquiring candidates that potentially will be recruited by McKinsey, Accenture, Google…
Following a 2-Tier, global approach: Activities to build on-campus presence
Europe US Rest of the World
within Tier 1 Schools:
Tier 1 LBS Berkeley ISB (India) • Campus Presentations
INSEAD HBS Shanghai Business • Berkeley MBA World Tour with BT
Judge Stanford School
Imperial Carnegie Mellon Chinese University • LBS Internal Consulting Forum
MIT of Hong-Kong • Projects with Faculty (Berkeley)
Tier 2 IMD, IESE, Michigan, Yale, • Meetings with LBS Alumni in Technology Sector
HEC, Duke, Wharton,
Rotterdam Chicago • Speaker events
• Possible internships
Tier 1 Schools visited: Recruitment Status Numbers
20 Dec 2005
CV’s received 1500+
Assessment centre participants 150+
Offers made 48
Acceptances 39
Pending 4
3
4. Acquiring Talent - Successes to date
We have already recruited 38 MBAs from the best MBA Programmes…
40 Projected team size evolution 38
35
35
30
26
25
20 17 18
15
10
10
5 6
5 2 2
1
0
May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
4
5. Acquiring Talent - Successes to date
… with outstanding and diverse cross-functional backgrounds…
Backgrounds
Engineering degrees in: Functional experience in:
Computer Science: 31% Product / Project Mgt 20
Industrial / Mechanical 26% Business Development 18
Electronics 20% IT Consulting 17
Telecommunications 11% Management Consulting 13
Software Development 12
Non Engineering 12% Marketing & Sales 11
Technical IT 9
MBA Schools Professional Experience Regional Origin
Other
US &
US 11 1 Latin Africa
4 UK
America 1
Other 10 5 4
2.5
Europe INSEAD
9 5
Years of Prof. Experience
5 14
Other
8 4 Asia
Pacific 5
7 6 Europe
12.5
Other 6 8
UK
LBS India
8 5 2
6 13
Other UK include Oxford, Cambridge, 4 2
CASS Europe includes France (5.5), Italy (3),
Other Europe include IMD, HEC & 3 1
Bulgaria (2), Spain and Poland
ESADE Number of People India includes 3 IIT graduates
Other US include HBS, Berkeley, Other Asia includes China (3)
Carnegie Mellon Average Prof. Experience: 7.3 years US: 2.5 people 5
6. Acquiring Talent - Successes to date
… with experience in multiple fields
Management/ IT Consulting Telecom/Mobile Internet
Start-ups
• Packet Vision
• ProfitLogic
ICT • Unipier
• Brot Engineering
• Sriven Multimedia
• SoftNet LS
Hardware
Others
6
7. Benchmarking - Why do other Fortune 500 companies
have MBA programmes?
Company Programme Programme Objectives Programme Number of Number of
Name Characteristics new MBAs employees
per year in company
Corporate Develop and sharpen 3 one-year rotations 40 to 50 for all 287,000
Operations & associates’ leadership skills, among Operations leadership
Technology – foster strategic thinking and and Technology units programmes
Leadership gain understanding of the for Citigroup
Development Corporate Operations &
Programme Technology business model
Experienced “The cornesrstone for the 2-year programme, 120 to 140 for 307,000
Commercial development of future business consisting of 4 six- the whole
Leadership and commercial leaders at GE” month, cross- company
Programme Designed to strengthen segment rotational
commercial, business and assignments
leadership skills
Helios Propel highly-talented 2-year fellowship Up to 10 103,000
Fellowship candidates towards long-term programme
success by refining their
strategic skills and accelerating
their understanding of BP
In-house The portal for future executives – Consulting 60 – Up to 120 345,400
consulting getting consultants to work on assignments for top in 2006
projects for top management management for the whole
that qualify then for future company
management positions
Pratt & Whitney Broaden understanding of 18-month Unknown; only 209,700
Leadership P&Wh; refine leadership, programme, 10 focus
Development project management, problem consisting of 3 six- schools in the
Programme solving & decision making month rotations US
7
8. Remaining Areas for Clarification
• What is the goal of the programme?
− Include team members in HR “Talent Development”
• Recruitment Targets:
− FY 05/06: Still 50? Then need to recruit an additional ~10
− FY 06/07: 30? With current yield, the 17 planned Assessment Centres should enable us to reach /
exceed the target
• Engagement / Placement Strategy:
− Short projects + 90 days assignments
− Allocated by ICT Member? By value to company?
− Necessary to communicate to CIOs / ICT Members how allocation works
• Regional Strategy:
− Recruitment goal for different geographic areas – Ireland, Wales, Scotland, Rest of the World?
• India / China:
− Indian / Chinese undergraduates?
o 12 new recruits are Indian nationals; 2 are Chinese nationals
o 9 are Indian undergraduates (out of which 3 from IIT)
− Graduates from Indian / Chinese MBA Schools?
− Issue of hiring students without work permits (not included in Highly Skilled Migrant Programme)
• Other Degrees:
− MS in Management and Engineering, MIT Sloan; M.S. in Technology and Policy, MIT Sloan; MS
in Finance, LBS
8
10. How will One IT be successful?
Acquiring & developing Talent – An Engagement model to support a 12-18 month rotation program
BT Group: Talent Agenda (As per Group Talent and HR Strategy Director – Alan Davis)
Purposeful
Acquisition Development Advancement Retention
Utilization
One IT Internal Consulting Engagement Model
Q1 Q2 Q3 Q4 Q5 Q6
Candidates
Intake
(Internal &
External)
Stage A Stage B Stage C Stage D Stage E
Induction followed by 2 to 4 3 to 4 weeks Internal Consulting/Vendor Medium-term 90 day Managerial
week engagements for core Management engagement assignments placement
functions (E2E, OI, HH)
Consultants will engage for 3-4 Qtrs. in Stage C and 2-3 Qtrs. in Stage D
depending upon business needs and personal development
Ensure identification, acquisition, development and
deployment of world class talent 10
11. Improving the E2E Recruitment Process - Next Actions
Review of the overall process
Stage A1 Stage A2 Stage A3
Building Selection Offer/Incorporation Induction/On-boarding
Presence
Negotiation
Accept Offer
ADD MORE STEPS
Assessment Centers: Format?
Business Cases? People involved?
Pre-Screening: Efficiency? On-boarding: Time for new
recruits to be fully operational –
Internships/Projects: Which schools?
inducted, trained and equipped
What projects? Positioning?
(EIN, email account, desk,
Awareness: Marketing? Presentations? laptop, Blackberry, etc.)?
Events? How? When? Where?
Already identified initiatives
Building Presence: Use of Account Managers for each one of the major Schools
Incorporation, Induction and On-boarding: Dedicated Project to measure and improve
Cycle Time and % Right First Time, in order to increase overall efficiency
11
12. Are we in the market for the same talent?
Small game: Can you identify what company has what Job Opening?
Press any key
when ready
• Previous Experience
• Previous Experience • Management consulting, Investment
• Management consulting, partner banking, project management in a high
development growth technology firm
• Previous Experience • Skills • software, internet or media industries
• Technology and business development • Strategic, business development strongly preferred
• Consulting, investment banking, corporate • Financial and operational modelling • Undergraduate degree of a quantitative
development, or strategic planning • Project management nature
• Skills • Quantitative analysis • Skills
• Both creative and quantitative with strong • Strong analytical and technical skills. • Distinctive research, problem solving and
analytical skills • Technical undergraduate degree or strong analytics
• Negotiate with senior executives at technical aptitude required • impeccable business acumen
potential partner companies • Comfortable in a fast-paced, innovative • Able to drive projects with cross-functional teams
• Exceptional communication skills environment; thorough, articulate, and results- in cross-country settings
• MBA from a leading school oriented • Able to communicate with highly technical
• MBA from a leading school management team
• MBA from a leading school
We are • Previous experience
• IT, Telecommunications experience
• Previous experience
• Consulting, Partner/Vendor management,
• IT, Telecommunications experience
competing for • Degree in computer science or engineering
• Skills
• resourcefulness, tenacity
the best … but,
• work effectively at all levels of an organization
• Technical undergraduate degree and/or
• identifying issues, structuring work plans,
significant technical experience
forming hypotheses, designing and conducting
• Skills
analyses, synthesizing conclusions, making
• Modeling techniques and business
frameworks
• Business acumen and commercial
experience/judgment
how do we presentations, and helping to implement
change
• understanding of markets, technology and
economic structures
• understanding of markets, technology and
economic structures
• Communication and presentation skills
suceed? • MBA from a leading school
• MBA from a leading school
Sources: Companies Websites., 12
13. Developing Talent - Successes to date
The team has been engaging in high value projects throughout One IT
Engagements with all ITC Members
16
Finished Work in Progress In Pipeline
14
12
10
8
6
4
2
0
Al-Noor Chris Price Maria Pardee Clive Selley Sinclair Colin Scott Phil Dance Dina Matta Heather Himanshu Christiance
Ramji Stockman Windsor Williams Corby Raja Wuillamie
Planned repositioning towards more innovation-focused projects
Group Other
Other
Development 4% Group 8%
8% Development Consulting
Innovation 8% 28%
4% Consulting
61%
Vendor
Relationship
Innovation Vendor
23%
Consulting projects include:
28% Relationship
• Financial audit / modelling 28%
• E2E process analysis
Current split • Strategic analysis Forecast split -2006
(Number of projects) • Organisational analysis (Number of projects) 13
14. Team SharePoint
• Tool for Collaboration and Knowledge Management
14
15. Developing Talent - Successes to date
The team has delivered high value to One IT, receiving excellent
customer feedback
• Internal Consulting / Strategic Vendor Relationships:
− Identified BT’s performance on LLU, propose new KPI to be negotiated with Ofcom (presented conclusions to One IT
CEO)
o Milan Gupta: “…again, well done! This is a critical step to stabilizing the LLU efforts that you have delivered on…”, “… this is outstanding!
Very very impressive…”
o Wen Xiao: “… Emmanuel did an exceptional job…”
− Microsoft Enterprise Agreement Renewal
o BT will save £10.77m over 3 years compared to current situation. Included “True-up” option that gives same or higher discount in buying
future licences
o Gartner: “…Overall it looks like you’ve got a good deal…”
o Gordon Smillie (BT Managing Director ICT, ex Microsoft Director, Enterprise and Partner Group, responsible for approving EA deals)
› “…Overall – seems very good…”, “…(the deal) is in fact better than I remember approving for even larger deals…”
− Negotiations to renew US Concert deal with CSC
o Peter Abery (BT GM, Partnerships)
› “… I’ve been impressed with the speed at which Isaac has assimilated the task, project and detail and the way that he has managed
the negotiation and upward communication…”, “… please pass on my personal commendation to Isaac…”
• Other Engagements:
− Analyzed IT procurement processes and asset management, propose cost savings actions
− Analyzed costs of 4 BT GS programmes to evaluate performances against agreed deliverables
− Defined and implemented One IT off-shoring strategy; led internal change management; currently negotiating long-term contracts with preferred
vendors
− Led negotiations and achieved new commercial agreements with Logica, Oracle, etc
− Analyzed and recommended actions for strategic partnership with HP, IBM, Accenture, etc
15
16. Acquiring & Developing Talent – Plan for 2006
Rationalizing incorporations and assessment centres, focusing on
on-cycle recruiting while keeping building presence
Incorporations 8 9 2 10 20 5
(Followed by
Induction & Training)
12 Assessment Centres 144 Interviews 35 Joiners with current yield
Assessment UK US (x3) UK (x8 to 10) India R&I R&I
Centres
(12 candidates MBA Schools Referrals
per A. C.) + Industry movers + Industry movers
On Campus ISB LBS JUD INSEAD China? US
Presentations
Al-Noor – Conference in Berkeley
Quarterly Visits to Customers
Other Actions LL I I I Cust I I I Cust I I I Cust I I Cust I
Offsite to review Monthly Innovation Presentations
Lessons Learnt + Visit of other BT facilities
Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
16
17. Acquiring & Developing Talent – Plan for 2006
80
Distribution of Team Seniority in 2006 73 73
72
(Including Projection of 2006 Hires)
70
64 10
17 17
Does not consider people potentially
6
60 leaving the team before 18 months
55 55
2 5
50 46 27
Projections
20 19
16
2 29
40 37 37 37 21
35
1 15
5 6
26 2
9 9
30
8
19 2
18 18
2 12
12
11
4
20 18
16
18 18
16
12 9
18
10 19 2
18 18 18
11
8 9 9 9 9 9
2
0
Jan-06 Feb-06 M ar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
Less than 1 month 1 to 3 months 4 to 6 months 7 months to 1 year More than 1 year
17
18. Developing Talent - Successes to date
The team has been engaging in high value projects throughout One IT
CEO
Al-Noor Ramji 0 1 0
Business Management Rapid Response Delivered
Karen Heal Scott Williams
Work in Progress
HR Strategy
0 1 1 Heather Corby Dina Matta 0 1 0
Strategic In Pipeline
CFO
Relationships
Himanshu Raja 0 1 0
Mark Martinet
No Projects
Deputy CEO PIR
Chris Price Ian Burnett 0 1 0
Operational Integrity E2E
1 0 1 Claire Rawlins Wen Xiao 1 1 0
Resource
Code Red
Management
1 0 1 Milan Gupta 0 0 1
Christiane Wuillamie
Information & Network
ICT4000
Security
0 1 0 Brendan Kennedy
Bob Nowill
CIO Wholesale CIO Retail CIO Global Services CIO Access Service CIO Group Ops 21CN programme
Clive Selley Maria Pardee Sinclair Stockman Colin Windsor Scott Williams Phil Dance
1 0 0 0 1 0 2 0 0 0 1 0 0 0 2 Platform Design &
Build
Jim Crookes
NOTE: Excludes off-shoring deal 0 1 1
18
19. Why do we need an MBA Leadership Development
Programme? Three main issues to address
• Leadership Development (LD) • Lack of Embedded Business
− How to promote people in company? Thinking (EBT)
− Are people ready to take leadership − Static industry experience whilst industry is
roles? changing (Web 2.0, Google…)
− How do people gain different − Operational role – need to promote forward
experiences in the company or thinking
department? − Outsourcing thinking to external consulting
− What is a “good” leader? firms such as McKinsey, Accenture
o Knowledge doesn’t stay in company
• Lack of Customer Experience (CE)
− Silo Mentality
− Long time in the same Line of Business
− Little exposure to cross-functions
− Little exposure to E2E processes
− What are the best practices?
Is there a way to make the “elephant dance”?
19
20. Why do we need an MBA Leadership Development
Programme? Resolving the issues…
• Improve Leadership Development • Develop Business Thinking
− Opportunities for showing value − Thinking out of everyday problems
o Assignments for Leadership − Foster forward-looking, innovative thinking,
− Standards for Development and knowledge of tomorrow’s technologies
o Mentoring/Training − Exposed to relevant One IT/LOB issues
o Development pathway − Strategic prioritization of projects
− Learning from Leadership/work for − Financial experience
Programme Directors
• Embed Customer Experience
Mindset
− Rotational Assignments
o Cross functional know how/ Network
of Contacts
− Training in Technology/Customers
− Exposure to other ideas/companies
− Visits to customers
Yes, there is a way to make the “elephant dance”!
20
21. How other successful Fortune 500 companies solve the issues?
What are the goals of their Leadership Programs?
United Technology Corporation (UTC) – Leadership Development Program (LDP)
LD EBT
• Refine leadership and • Refine strategic and
management skills problem solving skills
• Develop future business and • Exposed to LoB issues
commercial leaders
CE
• 1.5 year (3 six-month)
cross-functional LD EBT
assignments in any Line of
Business • Talented individuals with • Refine strategic skills
leadership potential • Accelerate
• Develop future business understanding of BP
leaders operations
• Supported by Mentors and
Buddy
CE
British Petroleum – Helios Fellowship
• 2 year fellowship
• Exposed to cross-
functional areas in BP
21
22. How other successful Fortune 500 companies solve the issues?
What are the goals of their Leadership Programs?
Citigroup – Corporate Operations & Technology Leadership Development Program
LD EBT
• Develop and sharpen • Extensive formal training
leadership skills • Exposed to Operations
• Mentoring and Technology
mission/issues
• Foster strategic thinking
CE
• 3 year (3 one year) cross-
functional assignments in LD EBT
any Operations and
Technology unit • Talented individuals with • Projects for top
leadership potential management
• Develop future business • Accelerate
leaders understanding of DPWN
operations
CE
• Exposed to cross-
Deutsche Post World Net (DPWN) – In-house Consulting functional areas in DPWN
companies (Deutsche
Post, DHL, Post Bank)
22