B o u n d a r y l e s s

L e a d e r s

Tom StoneSenior Research Analyst

Institute for Corporate Productivity

We discover the people practices

that drive high performance

to help you see what’s coming

around the curve.

What do high-performance organizations do differently?

Do those practices correlate to market performance?

Research Focus:

1. Revenue Growth

2. Market Share

3. Profitability

4. Customer Satisfaction

Over a 5-year period

High-Performance Defined

Best Practices

Best Practices Next Practices

i4cp defines next practices as specific human capital practices that are highly correlated

to market performance, but are used by relatively few companies to date.

To enhance organizational agility, high-performance

organizations are 3.5x more likely to build a network of

trusted partners to easily rent, borrow, and/or share talent.

3.5x

Leaders at high-performance organizations are 8x

more apt to help others build collaborative networks.

8x

High-performance organizations are 3x more likely to use

external stakeholders (clients, suppliers, distributors, etc.)

as part of their talent rotation.

3x

The 5 Domains of

High Performance

The HR profession needs a standard – a universal

framework that ties an HR strategy to business

results. THAT standard is i4cp’s five domain model.

KURT FISCHER

Former CHRO

Gates Foundation

“i4cp research

has shown that

high-performance

companies excel in

five core areas

i4cp Members

i4cp Research

Recent

Resources developed

from each study

include next

practices, case

studies, interactive

data, infographics,

tools, and more.

About Me

▪ Lifelong Rochesterian

▪ Senior Research Analyst, i4cp

▪ In past year have worked on collaboration, people analytics,virtual leadership, and other projects

▪ Formerly various leadership roles at Dale Carnegie Training, Taleo, Element K

▪ Have spoken at 150+ ATD, SHRM, etc. conferences

▪ Co-Author of the book, Interact and Engage! 50+ Activities for Virtual Training, Meetings and Webinars (ATD Press, 2015)

▪ Now a baseball book author too… Now Taking the Field:Baseball’s All-Time Dream Teams for All 30 Franchises(ACTA Sports, November 2018)

Also… today is my wedding anniversary!6 Months!

of CEOs expect

a major

disruption in

their sector in

the next three

years.

Source: KPMG, 2017 Global CEO Outlook

of CEOs say

their organization

seeks to be the

disruptor in its

sector.

Source: KPMG, 2017 Global CEO Outlook

… is to be the .

Only

of 1,800+ business

professionals

indicate their

organization’s approach to

change...

Source: i4cp, Agile Leaders and Organizations

➢ How can I get my organization to be proactive and

Anticipate change, instead of being purely reactive?

➢ How can I create a more flexible, decisive organization

that will Adapt and respond effectively to change?

➢ What can I do encourage and enable my organization

to Act in ways that purposefully disrupts itself and

others?

Three A’s of Organizational Agility

organizations

require

leaders… at all levels.

• Identifying and breaking down structural silos

• Developing and/or moving talent to address changing business needs

• Creating a safe and inclusive environment

• Encouraging intelligent risk taking

• Establishing the why of the work and nurturing a shared sense of purpose

• Goal-setting and ensuring teams are clear on priorities

• Helping others establish productive connections across the internal enterprise

• Building relationships with external stakeholders

The i4cp Agile Leader ChecklistAre You/Your Leaders

Highly Effective?

You

Source: i4cp, Agile Leaders & Organizations

Your

Team

Personal

Cultural

Geographic

Organizational

BOUNDARYLESS

LEADERS

1995

2007

Today

Satya Nadella

CEO

“We must learn to build on the ideas of others and

collaborate across boundaries

to bring the best of Microsoft

to our customers as one – one

Microsoft.”

• Active KNOWLEDGE SHARING permeates the organization

• Learning is an espoused organizational VALUE

• Leaders (at all levels) are involved in TEACHING OTHERS and reinforcing learning’s importance

• Learning is reinforced in HIRING and in leadership development

• The organization measures learning’s EFFECTIVENESS• Managers are REWARDED for mobility and development

• A culture of learning is about 3-way ACCOUNTABILITY (organization, learner, manager/leader)

Traits of a learning culture

ATD/i4cp study on Building a Culture of Learning, 2016

The day Satya

became CEO

Microsoft Stock since early 2014

Personal

Boundaries

Organization’s culture provides safe environment for open

communication.

Source: i4cp, Purposeful Collaboration

Source: i4cp, The Three A’s of Organizational Agility

Encourage Innovation and Intelligent Risk Taking

Cultural

Boundaries

Source: The Institute for Corporate Productivity (i4cp)

Inclusive Leadership Behaviors: Two Matter Most

Source: i4cp, Developing Leaders that Leverage Diversity

Relationships with

various others

Role model

inclusivity

Make ERG’s Part of the Rotation

A word

of…

D&I Must be Authentic

Source: i4cp, Developing Leaders that Leverage Diversity

Marlene McGrathRetired SVP, HR

3M

“What we really want to do is build a globally deployed process

that enables us to easily design

the work for where the talent is

located…. We want the flexibility

to allow the work to move

seamlessly across borders

without being tied to location.”

Perceive their leaders

as effective at it.

Source: i4cp

Organizations with 1,000+

employees or more

Of organizations have

leaders that manage

at least one remote

employee or team.

Source: i4cp

Organizations with 1,000+

employees or more

Of organizations provide

training on how to lead

virtual teams / remote

employees.

Have plans to start

offering such

training in the next

12 months.

Leaders intentionally onboard virtual

employees to the teams they belong to.

Leaders set formal virtual team

operating agreements (a set of behavioral norms

that the team agrees to abide by)

Recruiters or hiring managers

seek candidates with demonstrated virtual

leadership experience Source: i4cp

Organizations with 1,000+

employees or more

Organizational / System

Boundaries

Jeroen WelsEVP, HR

Categories, Talent and

Organization

Unilever

“We need new ways of working, where a much more agile and

flexible organization brings

people together in a different

way… to make sure that

knowledge and experience is

much more fluid in an

organization, and accessible for

the moment you really need it.”

#1 Barrier to Internal Talent Movement

8xLeaders actively help others

build collaborative networks.Source: i4cp, Purposeful Collaboration

i4cp’s X-Box Model for Mobility

Source: i4cp, Talent Mobility Matters

5xLeaders purposefully extend their

influence beyond the enterprise

(e.g. with customers, suppliers).

i4cp

Talent

Ecosystem

Integration

Model

Source: i4cp, The Three A’s of Organizational Agility

Agile Organizations Require Agile Leaders

Personal

Cultural

Geographic

Organizational

Thank You!For over 25 infographics…www.i4cp.com/search/Infographic

Tom StoneSenior Research Analyst

thomas.stone@i4cp.com

Automation, AI, Roboticsand the Future of Work

This is my current research area…so please connect with me on this!