An Executive Talent Programme Archetype

Preparing the future executive activist

to navigate complexity

Dr Andrew J Johnson General Manager: Eskom Leadership Institute

Agenda

•  Overview (purpose, shifts, outcomes)

•  Talent identification (framework)

•  Talent development (conceptual framework, architecture)

•  Programme management (governance structure, measurement framework, executive value proposition, accountability &

development contract)

Overview

Purpose

•  To mobilise the identified ETP candidates through an integrated development journey, to execute the strategic objectives of Eskom now and into the future

•  To make Activists of Eskom’s Executive Talent and forge a team who want to build a country using their collective imagination, authenticity, passion and leadership.

Eskom Executive Talent Programme

Shifts required

From To A compliance or risk mind-set Continues unlearning and re-learning mind-set

Reputational branding African confidence at international level

Inertia Activism & bringing it forward (momentum)

Status quo / holding pattern Ignite latent organisational potential

Now focus Future focus

SOE A blueprint for SOE’s in developing nations

Me at work Community focus

We can’t We can

Head Heart

Doing (in action) Being (in ‘flow’)

Eskom Executive Talent Programme

Outcomes: shaping multi-levels

Self Others Organisation Contextual landscape

Enhanced levels of self-awareness; other-awareness; context -awareness

A team that collaboratively crafts solutions for a sustainable Eskom

Equipped to deal with the complex challenges facing Eskom now and in the future

A broadened world view

Astute business skills Critical mass of senior change agents

…agents who infuse change at various levels in the organisation

A deep understanding of the social, economic, moral and environmental impact of Eskom on the country and Southern Africa

Deep transformation agents

Provide the CEO with ‘business unusual’ insights

Solutions to key business challenges

A developed view on the energy sector as a whole and its potential to evolve Eskom

Confidence Leadership pipeline and organisational competence to ‘do business’

Innovating to evolve Eskom

Leaders with well established networks outside Eskom

Balanced use of head, heart and hands

Catalysts for building a strong, collective Eskom leadership community

Leaders with well established networks inside Eskom

Sustainability of the energy sector

Talent identification

Selection of ETP participants

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1. AVAILABLE DATA

2. TALENT BOARD DISCUSSION

3. APPLICATION OF CRITERIA

4. REVISE THE MATRIX

5. CONFIRM PARTICIPANTS STEP FIVE

•  Confirmation of candidates to be invited on the Programme (Max 20)

•  B – Team options also identified

STEP THREE •  Genuine future EXCO members •  Take into account transformation agenda and

time to retirement etc. •  Appetite for development •  Impact on the business

STEP FOUR •  Adjust matrix to include movement of candidates as a result of the criteria for selection

STEP TWO •  Each candidate discussed / debated by EXCO and placed on a Talent Map

•  Use of assessment data if required •  Documentation of specifics relating to development

required STEP ONE

•  Review of existing high-flyers from Exco Talent Map.

•  Review of combined GE submissions and succession plans as submitted to P&G.

•  Review of E-Band ready now successors

Note: For Talent Board discussion, detail information is available on existing high-flyers (captured in a separate document); GE submissions for succession; E band ready now successors; consolidated psychometric and LBE results

Talent development

Conceptual framework

LEAD SELF: Deepening Intra personal skills•  Blindness & self-awareness,•  The reflective leader•  Moments of truth of the leader

LEAD OTHERS: Me in my leadership role •  Aligned & authentic leadership in complexity and

uncertainty•  Spotting and growing talent•  Effectively dealing with interdependence•  Systems thinking

LEAD ORGANISATION: Leadership culture architects

•  Building engaged and high performing employees•  Execution of strategy and change navigation; •  Political savvy; •  Innovation and sustainability

LEAD ORGANISATION: Business acumen •  Economics: SA /BRICS / Global•  Strategic finance•  Future of the energy sector•  Alternative energy sources and delivery models.

Action Learning on Key Eskom Challenges

Individual and Team Coaching

Outside-In perspectives via

local & International Immersions

Building the Eskom Leadership

change community

Interface with Internal

stakeholderse.g. Board, EXCO,

Leadership communities, Organised Labour

Interface with External

StakeholdersOther SOE’s; DOE, DPE,

NT NERSA, Key customers, Key Suppliers, Media

… through Multiple Integrated Learning Methodologies …

Engage with Leading Practise Content…

… and carefully crafted Interfaces

Individual specific IDP

Simulations

Leadership Brand as Foundation

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ETP architecture

Programme management •  governance, measurement, executive value proposition, development contract

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The illiterate of the 21st century will not be those

who cannot read and write, but those

whocannot learn, unlearn, and relearn. (Alvin Toffler)

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