Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change

1. PRESENTATION
TO
The
Conference
Board
Talent
Management
Conference
Axiom
Consul?ng
Partners
February
12,
2016
Leading & Managing
Transformational Change

2. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
2
What we will cover today
 Our
perspec7ves
on:
§ What
it
takes
to
lead
and
manage
transforma7onal
change
§ What
we
look
for
in
terms
of
leadership
readiness
for
transforma7onal
change
§ The
role
of
HR
in
transforma7on

3. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
3
Axiom Consulting Partners helps leaders to align strategy,
organization and talent to deliver sustainable and profitable growth
We
help
clients
clarify
strategy
and
create
compe??ve
advantage:
§ Strategy
Clarifica7on
§ Leadership
Alignment
§ Value
Analysis
(Value
Tree
Mapping)
§ Growth
&
Sales
Effec7veness
§ M&A
Integra7on
We
help
clients
build
organiza?ons
designed
to
support
effec?ve
execu?on:
§ Organiza7on
Design
&
Restructuring
§ Governance
&
Opera7ng
Model
§ Business
Process
Improvement
We
help
clients
ensure
they
have
the
right
mix
and
quality
of
people,
deployed
in
the
right
roles:
§ Strategic
Workforce
Planning
§ Reward
Strategy
&
Compensa7on
Program
Design
§ Succession
Planning
§ Talent
Assessment
&
Selec7on
Systems
§ High
Poten7al
&
Execu7ve
Leadership
Development
§ Employee
Engagement
&
Value
Proposi7on
strategy
talent
organiza?on
For
further
informa.on,
go
to:
www.axiomcp.com
FIRM
SNAPSHOT
§ Founded
in
2005
§ Experienced
Prac77oners:
average
of
20
years
experience
as
consultants
and
corporate
execu7ves
§ Five
loca7ons:
Aus7n
TX,
Chicago,
New
York,
Washington,
D.C.,
and
Brussels
(EU)

4. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
4
Companies and their leaders often make three common mistakes when
undertaking transformational change
1. Lack of Workforce Alignment—From Leaders to the Front Line
a. Too little emphasis and/or assumed to already be in place
b. Focus on gaining compliance versus commitment
c. Only appeal to the head (facts) and not the heart (motivation)
2. Lack of Understanding of and Investment in Required Future Culture and Capability
a. Failure to step back and understand future culture and capability requirements
(knowledge, skills, processes) and current gaps and their impact
b. Lack of business focus when identifying/developing new capability
c. Failure to invest (time, $$, effort) to close gaps
d. People are unclear about what support will be provided and what is expected of them in
return (i.e., “the deal”)
3. Lack of Focus, Mechanisms, or Courage to Sustain the Change
a. Change seen as a sprint versus marathon/event versus process
b. Focus only on what’s broken vs. recognizing success and dealing decisively with the rest
c. Failure to install mechanisms that maintain resilience and momentum and that reinforce
required future culture and capability

5. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
5
Successful transformational change requires leaders throughout the
organization to focus relentlessly and courageously in three areas
Align
§ Strategy
and
Vision
§ Ra?onale
for
Change
§ Organiza?on
and
Individual
Expecta?ons
§ Net
Benefits
§ Roadmap
Equip
§ Organiza?onal
Capabili?es
and
Individual
Competencies
§ Organiza?on
Design
§ New
Cultural
Norms
of
Behavior
Sustain
§ Leadership
that
is
pa?ent
with
first
steps
and
ruthless
with
obstacles
§ Measurement
and
Reinforcement
§ Course
Adjustment
and
Fine
Tuning
LEADER
FOCUS

6. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
6
Focus and effort across all three areas will shift over time as you seat
the change and establish the “new normal”
Rela?ve
%
of
?me
on
each
priority
Time
ALIGN
EQUIP
SUSTAIN
Leadership
Focus
in
Transforma.onal
Change
ALIGN,
EQUIP,
SUSTAIN
 All
are
necessary—none
are
sufficient
on
their
own
 All
occur
throughout
—
albeit
to
varying
degrees
depending
on
where
you
are
in
your
journey
 %
of
?me
spent
in
each
area
will
shi
over
?me—that
said,
leaders
should
recognize
that
their
efforts
are
never
“done”
in
any
area

7. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
7
Area
Key
Topics
Priori?es
Align
§ Strategy
and
Vision
§ Ra7onale
for
Change
§ Organiza7on
and
Individual
Expecta7ons
§ Net
Benefits
§ Roadmap
• Engage
con7nuously
in
purposeful
and
engaging
conversa7on
• Successively
increase
levels
of
specificity
and
decrease
levels
of
op7onality
• Create
understanding
and
resonance
at
the
personal
level
(WII-­‐FM)
• Show
a
realis7c
path
forward
and
candidly
describe
the
challenges
ahead
LEADER
FOCUS
Alignment efforts build both clarity and commitment

8. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
8
Area
Key
Topics
Priori?es
Equip
§ Organiza7onal
Capabili7es
and
Individual
Competencies
§ Organiza7on
Design
§ New
Cultural
Norms
of
Behavior
• Know
and
act
on
what
drives
value
• Translate
value
into
organiza7on
capabili7es
and
individual
competencies
• Comprehensively
assess
how
current
design
and
culture
help/hinder
strategy
• Brutally
and
honestly
assess
talent
gaps
• Invest
with
focus
to
re-­‐align
talent
• Fully
engage
workforce
in
organiza7on
and
culture
redesign
LEADER
FOCUS
Leaders must clearly understand the interplay among strategy,
organization, talent, and culture to equip their organization for
future success
8

9. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
9
Sustaining the change requires diligence, courage, and a bias for action
Area
Key
Topics
Priori?es
Sustain
§ Leadership
Measurement
and
Reinforcement
§ Course
Adjustment
§ Removal
of
Most
Persistent
Obstacles
• Formal
changes
in
both
formal
and
informal
measures
and
rewards
• Relentless
focus
on
reinforcing
and
promo7ng
new
ways
of
working
and
behavior
• Swig
and
appropriate
consequences
for
destruc7ve
behaviors
and
ways
of
working
• Make
regular,
honest
assessments
of
progress
on
all
the
required
changes
–
and
act
on
the
result
LEADER
FOCUS

10. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
10
Five attributes we look for to understand a leader’s readiness to
transform their organization—and themselves
Honest
Reflec?on
§ Personally
as
a
leader
§ Their
track
record
of
performance
§ The
organiza7on
they
have
built
or
led
§ Their
leaders
and
employees
Courage
§ Speak
the
truth
§ Burn
bridges
behind
them
§ Change
course,
but
always
with
the
end
in
mind
§ Take
smart
risks
§ Make
tough
calls
on
processes
and
people,
especially
those
they
care
about
most
Confidence
and
Trust
§ To
say
“I
don’t
know”
and
“It’s
my
fault”
§ Lead
from
the
front
and
take
leaps
of
faith
§ Be
alone
at
7mes
during
the
journey
§ Trust
and
empower
Pa?ence
§ Engage
in
meaningful
conversa7on
(balance
learning
with
telling
and
selling)
§ Stay
the
course
§ Invest
for
the
long
term,
sustainable
return
1
2
3
4
Bold
Thinking
and
Bias
for
Ac?on
5

11. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
11
We believe HR plays a critical role in transformation
§ Shape
the
strategy
and
help
surface
and
ar7culate
the
case
for
change
§ Help
leaders:
• develop
and
apply
the
skill
of
leading
others
through
change
• understand
the
interplay
among
strategy,
organiza7on,
talent
and
culture
• translate
the
strategy
into
a
plan
that
clearly
ar7culates
future
workforce
needs
• translate
the
strategy
into
tangible
and
personal
change
statements
that
build
employee
clarity
and
commitment
• Communicate:
two-­‐way,
mul7-­‐channel
§ Help
leaders
and
employees
maintain
focus
and
faith
in
midst
of
what
may
feel
(and
be)
chao7c
and
fa7guing
§ Shine
a
light
on
the
organiza7on
and
its
leaders
and
do
it
with
facts
and
figures
§ Func7on
as
an
objec7ve
third
party
when
it
comes
to
tough
discussions
and
decisions
on
people,
organiza7on
and
culture,
and
insist
that
leaders
lead
§ Build
leader
understanding
of
changing
organiza7on
design
and
culture
and
lead
them
through
it
§ Design
and
implement
simple
processes
that
work
to
enable
leaders
to
equip
themselves
and
the
business
with
the
right
talent
and
organiza7on
§ Drive
the
changes
needed
in
formal
and
informal
consequences
to
sustain
the
transforma7on
Equip
Sustain
Align
and

12. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
12
We keep an eye out for these signs that indicate a transformation is
stalled or at risk of failure
1. Old
ways
of
work
re-­‐emerge
without
challenge
2. “Budget”
considera7ons
reduce
communica7ons
and
engagement
3. Organiza7on
design
focused
on
boxes
and
lines
and
not
on
fundamentally
changing
the
work
and
how
it
gets
done
4. Underes7ma7ng,
ignoring,
or
trea7ng
organiza7on
culture
as
if
it
were
a
‘send
the
memo
and
it
shall
be
so’
issue
5. Deferring/ignoring
tough
conversa7ons/decisions
6. Senior
team
blames
lack
of
progress
on
the
levels
below
them

13. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
13
Biographies

14. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
14
Don Ruse
Expertise
Don
Ruse
has
over
30
years
of
experience
helping
companies
improve
their
ability
to
execute
strategy.
Mr.
Ruse
has
worked
in
a
variety
of
global
organiza7ons
across
a
broad
spectrum
of
businesses,
including
considerable
experience
working
with
innova7on-­‐based
mul7na7onals
in
both
developed
and
emerging
markets.
Mr.
Ruse
specializes
in
helping
companies
clarify
business
strategy
and
improve
execu7on
through
changes
in
work
process,
job
design,
organiza7on
structure
and
organiza7on
governance.
He
also
specializes
in
helping
companies
ensure
they
have
the
right
number
and
type
of
talent
needed
to
execute
their
strategy
through
talent
management
processes
that
forecast,
develop
and
manage
talent.
Notable Achievements
§ Developed
and
deployed
a
capabili7es-­‐based
business
strategy
and
organiza7on
for
a
division
of
a
global
technology
company
resul7ng
in
improved
technology
development,
technology
commercializa7on,
and
top
and
bonom-­‐line
growth.
§ Designed
and
implemented
new
work
processes
and
organiza7on
structure
for
the
North
American
Financial
Shared
Services
Center
and
Indian
Finance
Opera7ons
Center
of
a
global
diversified
technology
company
that
reduced
cycle
7me
and
total
cost
to
serve,
while
increasing
customer
sa7sfac7on
with
services
received.
§ Designed
a
corporate
strategy
and
structure
for
a
Japanese
Pharmaceu7cal
company
to
coordinate
and
govern
four
discrete
businesses
established
to
discover,
develop,
make
and
sell
drugs
within
the
NAFTA
market
resul7ng
in
increased
coordina7on
and
collabora7on
across
the
businesses,
improved
speed
to
market,
and
reduced
overall
infrastructure
costs
through
the
implementa7on
of
a
shared
services
model
covering
the
HR,
Finance,
IT,
and
Legal
func7ons.
§ Designed
and
implemented
a
Manufacturing
and
Engineering
strategy
and
global
organiza7on
structure
for
a
$4bb
division
of
a
diversified
global
technology
company
based
in
Tokyo
that
underwent
significant
and
rapid
matura7on
of
its
worldwide
product
markets.
§ Designed
and
implemented
large-­‐scale
organiza7on
transforma7on
for
a
property
and
casualty
company.
Worked
with
senior
leadership
to
develop
strategy
for
merging
two
businesses
into
one
geographic
business
unit,
define
strategy
and
direc7on
of
new
business
unit,
and
define
accountabili7es
for
execu7ve
team
and
next
level
down.
§ Developed
comprehensive
organiza7on,
change
management,
and
talent
strategy
to
support
mul7-­‐year
transforma7on
of
global
Finance,
IT
and
HR
organiza7ons
for
a
diversified
technology
company.
Worked
directly
with
senior
leadership
to
iden7fy
organiza7on,
change
management
and
people
implica7ons
of
moving
to
a
centralized
model
intended
to
halve
func7onal
costs
to
1.1%
of
revenue.
Professional Background
Prior
to
joining
Axiom
in
2008,
Mr.
Ruse
spent
13
years
with
Sibson
Consul7ng.
Mr.
Ruse
helped
establish
and
co-­‐led
Sibson’s
Organiza7on
and
Talent
Prac7ce,
managed
Sibson’s
Raleigh
office
and
served
as
an
elected
Managing
Partner
of
the
firm.
Before
joining
Sibson,
Mr.
Ruse
spent
12
years
as
a
prac77oner
and
manager
in
the
areas
of
organiza7on
development,
human
resources
and
strategic
planning.
He
held
various
management
posi7ons
with
AlliedSignal,
Mobil
Oil,
The
Quaker
Oats
Company
and
Lennox
Interna7onal.
Education
Mr.
Ruse
earned
his
MBA
from
the
TRIUM
Global
Execu7ve
MBA
program
offered
through
NYU
Stern
School
of
Business,
London
School
of
Economics
and
Poli7cal
Science,
and
the
HEC
School
of
Management,
Paris.
He
earned
his
BSBA
from
Bowling
Green
State
University.
Professional Affiliations / Published Works
Mr.
Ruse
speaks
frequently
on
the
topics
of
Organiza7on
and
Talent.
His
most
recent
speeches
have
highlighted
how
companies
can
effec7vely
forecast
and
manage
talent
and
deploy
flexible
organiza7ons
in
developed
and
developing
markets.
He
has
shared
his
perspec7ves
with
such
organiza7ons
as
The
Conference
Board,
Human
Resources
Planning
Society,
and
Ins7tute
for
Interna7onal
Research.
Mr.
Ruse
is
frequently
published
and
his
work
has
included
ar7cles
in
Research
and
Technology
Management,
HR
Execu7ve,
and
Associa7on
for
Manufacturing
Excellence.

15. Axiom
Consul7ng
Partners
|
Perspec7ves
on
Transforma7onal
Change
|
PAGE
15
Allan Ackerman
Expertise
Allan,
an
Axiom
partner,
brings
his
lifelong
interest
and
experience
in
business,
design,
leadership,
and
growing
organiza7ons
to
work
alongside
client
execu7ves
to
shape
and
implement
clear
strategies
that
create
a
compe77ve
advantage.
In
many
cases,
he
helps
clients
develop
and
apply
the
specific
organiza7onal
change
and
leadership
skills
needed
to
achieve
permanent
improvement
in
results.
Over
the
course
of
his
thirty-­‐year
consul7ng
career,
Allan
has
led
projects
and
advised
execu7ves
in
a
range
of
industries
across
Europe,
Asia,
and
the
Americas,
serving
both
large
global
firms
and
smaller
rapidly
growing
organiza7ons
in
the
consumer,
industrial
and
technology
sectors.
Allan’s
dis7nct
areas
of
exper7se
include:
§ Strategic
direc7on-­‐setng,
decision-­‐making,
and
organiza7on-­‐wide
strategy
implementa7on,
including
work
with
teams
to
implement
significant
strategic
ini7a7ves
in
a
range
of
topics
including
organiza7onal
workflow
and
structural
redesign
§ Alignment
of
en7re
organiza7ons,
their
execu7ve
teams,
and
a
cri7cal
mass
of
employees
during
pivotal
periods
§ Leadership
and
management
development
that
improves
organiza7onal
bench
strength,
shigs
the
culture
to
what
is
needed,
and
has
a
posi7ve
impact
on
the
company’s
performance
§ Coaching
senior
execu7ves
and
execu7ve
task
force
members
to
improve
their
effec7veness
Professional Background
Allan
served
as
a
Managing
Director
at
RNW
Consul7ng
from
1997
to
September
2012,
when
RNW
merged
with
Axiom.
Allan
also
served
as
a
Vice
President
at
the
Forum
Corpora7on,
another
respected
interna7onal
consul7ng
firm,
where
he
first
started
helping
companies
develop
strategy,
execute
strategy
effec7vely,
develop
bener
leaders
and
drive
complex
technical
and
cultural
change.
Earlier
in
his
career,
Allan
served
as
President
and
Founder
of
Energyworks,
Inc.,
a
company
that
permanently
reduced
the
energy
consump7on
of
buildings
na7onwide
through
lines
of
business
including
sogware
development,
engineering
services,
and
construc7on.
Allan
has
led
teams
conduc7ng
applied
research
for
federal
agencies
in
several
fields,
most
prominently
residen7al
energy
conserva7on.
In
1977,
during
America’s
first
energy
crisis,
Allan
was
lead
author
of
a
guide
to
energy-­‐saving
home
improvements
that
sold
more
than
two
million
copies.
Education
Allan
holds
a
Master
of
Architecture
degree
from
the
Harvard
Graduate
School
of
Design
and
a
Bachelor’s
degree
from
Dartmouth
College.
Professional Presence / Published Works
Allan
is
an
author
and
co-­‐author
frequently
on
the
topics
of
change,
leadership,
organiza7onal
design,
and
how
to
orchestrate
strategies
integra7ng
all
three.
Five
7mes
a
year,
Allan
leads
high-­‐energy,
memorable
experien7al
sessions
at
the
University
of
Chicago’s
Booth
School
of
Business
for
Execu7ve
MBA
and
entering
MBA
students
in
leadership,
influence,
and
teamwork.