a perspective on critical attributes for emerging...
TRANSCRIPT
A Perspective on Critical Attributes for Emerging Leaders
Dipankar Bandyopadhyay
Monsanto
1
Our Mission
We work to deliver agricultural products and solutions to:
• Meet the world’s growing food needs
• Conserve natural resources
• Protect the environment
Monsanto is 100% Focused on Agriculture
“We succeed when farmers succeed.”
-Hugh Grant, Monsanto CEO
Monsanto Company is a leading global provider of technology-based tools and agricultural products that improve farm productivity and food quality.
DISCOVERY
Gene/Trait
Identification
PHASE 1
Proof Of Concept
PHASE 2
Early Development
PHASE 3
Advanced Development
PHASE 4
Pre-launch
AVERAGE
DURATION1
24 to 48
MONTHS12 to 24 MONTHS 12 to 24 MONTHS 12 to 24 MONTHS 12 to 36 MONTHS
AVERAGE
PROBABILITY
OF SUCCESS25 PERCENT 25 PERCENT 50 PERCENT 75 PERCENT 90 PERCENT
GENES IN
TESTING
TENS OF
THOUSANDS
THOUSANDS 10s <5 PRE-COMMERCIAL
PRODUCT
KEY ACTIVITY •HIGH-
THROUGHPUT
SCREENING
•MODEL CROP
TESTING
•GENE OPTIMIZATION
•CROP
TRANSFORMATION
•TRAIT
DEVELOPMENT
•PRE-REGULATORY
DATA
•LARGE-SCALE
TRANSFORMATION
•TRAIT INTEGRATION
•FIELD TESTING
•REGULATORY DATA
GENERATION
•REGULATORY
SUBMISSION
•SEED BULK-UP
•PRE-MARKETING
KEY INFLECTON POINT:
AFTER PHASE 2, COMMERCIAL SUCCESS GOES TO >50% WITH LEADS ON COMMERCIAL TRACK
MONSANTO
DISCOVERY +
COLLABORATIVE
PARTNERS
REGULATORY DATA GENERATION
1. Time estimates are based on our experience; they can overlap. Total development time for any particular product may be shorter or longer than the time estimated here.2. This is the estimated average probability that the traits will ultimately become commercial products, based on our experience. These probabilities may change over time.
A Long Product Development Cycle That Needs Large Investment
On Average:
Time to market: 8-10 years
Total expense: ~$100M
Innovation is Closely Linked with Collaboration
– Product development and launch is a multiple year process touching people across multiple teams and functions
4
Leading a Team
Leading In a Matrix
Leading a Network
Work happens in teams- Project Teams, Launch Teams, Leadership TeamsManaging people who directly or indirectly report is importantCollaboration is a key attribute for successLeadership takes on various levels of complexity- leading experts, leading leaders, leading organizations
Multiple teams and functions are involved in a product launchBuilding partnerships across the organization enables business outcomesStrong cross functional, cross geographical relationships are importantInfluencing without authority – especially people in other parts of the organization is a key skill
External linkages- academia, companies have become an increasingly important aspect of driving innovationProspecting, licensing, mergers & acquisitions. incubating start ups are different ways where external innovations are brought into companies
A Robust Talent Pipeline is Critical
• Ensuring adequate talent supply to meet future business needs could be an enabler or barrier for success
• Addressing supply for business critical talent segments
• Technical / functional expertise in business critical areas
• Aligning talent to growth markets
• Adequacy of talent pipeline in key world areas
• Developing talent to take on pivotal leadership roles in the future
• Planning for succession
• Identifying changing talent needs and acquiring / developing talent appropriately
• Addressing workforce demographic trends
5
Sales Brazil China
Emerging Leaders
Breeders
East Europe
Product ManagementBioinformatics Sequencing
Plant Managers Regulatory
Functions
Regions
Leadership Level
Regional Business Leads
Team Leaders
Emerging Leaders are a Key Focus Area
• Mid level managers who demonstrate strong leadership and functional competencies and can take on key leadership roles in the future are an extremely critical talent segment
• Some key factors that account for this are:– Succession Gaps
– Business Growth
– Emerging Markets
– Retirement Risks
– Technology Implications
– Changing Expectations
6
Leaders of the FutureLook "through the windshield" rather than "in the rear-view mirror" to find them…
As businesses evolve so do the competencies needed for talent- both for emerging leaders as well as technical leaders
Business Changes
– Growth / change in scale needs new ways of managing
– Merger and acquisitions
– New markets, new businesses call for different skills
– Structures evolve and new roles come into play
– Skill sets needed for existing roles change as roles evolve
– Technology advances impact talent needs
Talent Implications
– Going beyond the ‘Mini-Me’s in selecting future leaders becomes critical
– Having a broad range of experiences within and outside one’s home function and/ or world area often becomes increasingly important
– Leadership style flexibility becomes critical as opposed to one strongly dominant style
– Cross cultural skills
7
“So what do companies look for?”
• It depends - on the business, company culture, and the type of role
• Some broad factors that are typically considered…
– Cultural Fit
– Leadership Style
– Functional Expertise
– Growth Potential
– Range of Experiences
– Critical Competencies
8
Monsanto’s Global Competencies
9
Relationships & Networks
• Recognizing, respecting and leveraging the talents, skills and resources of others, both in and outside of Monsanto.
• Working effectively with teams and networks across geographic, political, demographic, functional and other cultural and organizational boundaries.
• Establishing a high level of trust that allows us to become the partner of choice
Initiative & Foresight
• Anticipate and plan for the future
• Take action instead of waiting to be told what to do, or waiting for the environment to become more stable
Results Orientation
• Passion about making the right things happen in the right way at the right time -- in spite of potential barriers
• Discipline in operational excellence
Courage & Candor• Know what you believe and be willing to respectfully
express opinions to improve the common good, particularly when it means challenging the status quo.
• Courageously face new challenges and opportunities; leaving behind the familiar in an exploration of the unknown
Agility
• Demonstrate a high level of comfort with ambiguity.
• Adapt quickly to changes in our business.
• Strong ability to respond quickly to new opportunities.
• Understand our business and the drivers of change in our environment in order to respond accordingly
Growth Factors*Eagerness to Lean Breadth of Perspective Understanding Others Personal Maturity
10*The Growth Factors were developed by the Hay Group based on extensive research and consulting experience
Behaviors Red FlagsEa
gern
ess
to
Le
arn
Seeks out and embraces risk & challenging tasks in order to learn from them
Interested in learning things that are NOT directly related to own performance
Actively seeks feedback and learns from new experiences Reframes what they think and do based on new experience or
information Applies their learning to improve performance
Defends own performance, not willing to take risks and try something new
Not engaged in the moment in learning Overly focused on own area of expertise Defensive around feedback
Behaviors Red Flags
Bre
adth
of
Pe
rsp
ect
ive
Approaches issues with a broad perspective, considers other departments and to the big picture
Brings in interesting developments from other areas and has a sense of how they relate to the work
Make sense of complexity and conveys their thinking so others ‘get it’
Applies their insights in fresh and creative ways Makes decisions that generally prove correct over time
Intellectual arrogance Black and white thinking Doesn’t value others’ input Own greatness casts a shadow Always has the ‘right’ answer Doesn’t ask questions
Behaviors Red Flags
Un
de
rsta
nd
ing
Oth
ers
Understands and values other people – their points of view and feeling
Good listeners, especially to people with a different approach or background
Engages people in a way that others want to work with and for them
Inspires and gets the most out of others Displays concern for team
Career driven at others’ expense Avoids performance issues or conflict Not interested in people Culturally non-adaptive Too task focused
Behaviors Red Flags
Pe
rso
nal
M
atu
rity
Displays poise, maturity and balance, especially under stress Accepts problems, mistakes, or negative feedback as
opportunities to learn and do better Persists when faced with obstacles with a ‘can do’ attitude Helps others cope with change and difficulty Increases the likelihood that a team will be reasonable and
productive through their presence
Lack of self control Perfectionist Too results focused Think they can do it all themselves Gets too upset when things don’t go well, doesn’t
recover
A Few Competencies for Critical Roles
Conceptual Thinking
Impact and Influence
Matrix Leadership
Building Organizational Capability
Strategic Relationship Building
Innovation
Information Seeking
Initiative
Team Leadership
Teamwork
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Leadership Roles Technical Roles
Leadership Styles
Coercive: More directive than direction-setting, and compliance
Authoritative: The communication of business-critical priorities and letting others know, on an on-going basis, where they stand in relation to them.
Affiliative: Putting the person before the task, emphasizing harmony of work relations.
Democratic: Soliciting input from others, getting others to decide on a course of action.
Pacesetting: Acting to deliver work to a high standard of excellence, serving as the model for excellence.
Coaching: The long-term development of capability that goes beyond immediate task delivery and is critical to building a vibrant talent pipeline against future demand.
• “Please, just do it”.
• “This is a really important product launch that will create value for our customers. You need to drive this over the next 8 weeks”
• “Hi Sally, so how’s it going on that project team?”
• “Shen Zi, what’s your perspective on this?”
• “I’ve been here till midnight every single day this week, and will get this done at any cost”
• “Joe, so what could you have done to influence the decision on the budget”
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Style flexibility - the ability to use leadership styles relevant to the situation- is important
Based on work done by the Hay/Mc Ber. “Leadership: An Introduction to Fundamental Concepts and Styles” By: Anne Breen
Some Potential De-railers
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Lack of self-confidence Avoids making tough stances and seeking new challenges
Lack of leadership humility Makes people feel stupid, not seen as open and approachable, devalues
the contribution of others
Difficulty managing relationships Has left a trail of bruised people, tends to adapt a bullying style under
stress
Questionable integrity Says one thing, does another; does not get along with others; does not
“walk the talk”
Lack of collaboration Openly frustrated when collaborating with others; does not seek others’
input, is reluctant to share decision making with others
Lack of cross cultural competence Does not attend to cross cultural difference, cannot work effectively with
those from different cultural backgrounds
Difficulty holding people
accountable
Allows poor performers to “slide by,” enforces inconsistent standards of
performance
Lack of self-awareness Unable to clearly understand strengths and areas of development; blind to
weaknesses
Monsanto’s Global Business Talent Pipeline
Talent Segments Talent Strategies
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Potential
Sales Reps / TD Reps
Sales / Marketing / TD Managers
Sales / Marketing / TD Leads
Sub Region / Country Lead
Region Lead
Global Business Operations Lead
Early
Mid
Senior
Levels Segment Acquisition Development Engagement
Development Plans & Coaches
Leadership Connect
R E G I O N A L
LEADERSHIP EXCHANGE
GLOBALLEADERSHIP
EXCHANGE
Per
form
ance
PotentialP
erfo
rman
ce
Potential
Per
form
ance
Career DevelopmentYou own your career
Key Steps:
• Understand yourself – Strengths
– Development Areas
– Aspirations
– Career Drivers
• Define your horizons– Direction
– Types of roles
• Create a Career Development Plan– Identify destination roles
– Key experiences / types of roles
– Key milestones and timelines
– Prioritize your development needs
• Create SMART Development Plans
• Execute– Track progress
– Modify plan as needed
Overall Career Plan
Career Interests & Objectives
Development Plan
SELF
AWARENESS
Career Drivers / AnchorsKnowing what you need from your career is really important...
• Entrepreneurial:– Creating new things; championing new
ideas, products, processes and so on.
• Autonomy:– Having the freedom to control one's own
work methods, schedules and outcomes; being self-reliant.
• Idealistic:– Being dedicated to a cause greater than
oneself in service to others.
• Lifestyle:– Achieving a certain life-style by finding
ways to balance and integrate one's personal needs with the needs of work and career.
• Functional/ Technical:– Engaging in work that utilizes one's specific
talents and education; doing work where one can be the expert.
• Security:– Needing security, stability, recognition and
predictability; demonstrating qualities of loyalty, dependability and hard work.
• Managerial:– Being in roles where one can provide
direction and leadership for others; climbing the managerial ladder.
• Challenge:– Doing things that represent ever-
increasing challenge; overcoming significant odds or winning against formidable competitors.
The concept of Career Drivers was developed from work done by E.H. Schein for the Office of Naval Research .
Making The Transition Into the Corporate World
• The ability to build connections early impacts your effectiveness in driving results
• Understand how decisions get made, and the key influencers and decision makers
• Study the culture - the stated and the unstated norms
• Find mentors and buddies who can help you navigate
• Work on getting buy in - articulate ‘what’s in it for me?’ for each stakeholder
• Understand the customer and the business of your organization
• Work on your peer relationships - most people can manage upwards
• Pause to think about your leaderships style and how you impact people
• Ask for feedback - ask often, ask people at different levels / functions
• Spot the trends early - what’s changing, what new skills are needed, and prepare
• Be open to going where your career might take you
• Know when you’re having fun!
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BACKUP SLIDES
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A combination of Seeds and Traits creates value for our customers
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Seeds Traits
Herbicide tolerance
MonsantoVegetables
Insect Protection
Weather Protection
IncreasedProductivity
Our Global Businesses are Diverse and Growing
• A leader in seeds, crop protection & biotechnology
• Headquartered in St. Louis
• Employs more than 20,000 people worldwide• More than 500 locations worldwide
Sales by Geography
NA
E-A
LA
A-P
Business Segments
Seeds and Genomics
Agricultural Productivity
United States
Europe, Middle East
India
China
Asia Pacific
Latin America South
Canada
Latin America North Brazil
Africa
Working in a Matrix OrganizationIdentify stakeholders, involve them early…
– Mapping your stakeholders:
• who does what here
• who could have an important perspective
• who could be impacted by your work
• who are the peers you need to enroll
• who are the decision makers
• who are the influencers
– Shared Ownership
• Get input from your stakeholders early
• Incorporate their feedback into the plan
– Moving from ‘mine’ to ‘ours’
• Letting go of ideas can be tough
• It’s more important that the idea gets implemented, than it’s seen as just yours
– Alignment aids execution
• While it takes longer to get to agreement
• However it’s smoother to execute later when people are aligned
– Building networks early impacts effectiveness and performance
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Global Commercial Emerging Leaders Program
Selection
•Local hiring
•Final interviews with global Panel
•Assessment Center to assess potential and fit
On-boarding
•Centralized in STL
•Local On-boarding
•Assignment of Mentors
•Understanding Monsanto & its functions
Start Role (Home)
•Role assignment in core Commercial area
•Balance of learning & business deliverables
•Role to round off past experiences
Training
•Business Updates from global leaders
•Functional Best Practices Sharing
•Mentoring Sessions
Review
•Annual Review with Manager
•Feedback & assignment to second role
Training•Leadership training
•Strategy sessions
•Business Simulations
• Cross cultural skills
Start Role (International)•Diverse category of experience
•Local Mentor
•Cross cultural exposure
Market Visit
•Visit to a live market
•Live case analysis on different business aspects
•Presentations to County Leadership
Graduation
•Review and feedback
•Final role assignment
•Recognition and celebration
Ongoing Review
•People Review & Succession Planning Updates
Year 1
Year 2
Sept 10
Nominations from Regions
Announcement
Web Conference Launch at Mentor –
Mentee Event
Mentoring Goals
Oct 10
Monthly Calls (Mentor- Mentee)
Jan 11
Ongoing Check In By Steering Team
Dec 11
Web Conference -Closing Event
Web Conference -
Mid Year Event
Dec 10
Matching Process
Dec 10
Brief Mentors, Mentees & Managers
July 11
Mid Year Review
Year End Review
Mentoring Plus
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Web Conferences - Learning Events
Value Selling
Value Selling
0.5 days
Professional Selling Skills
2.5 days
Provide guidance on effective, positive sales call opening
Opening
Probing Provide learning for effective questioning and information gathering
Supporting Provide instruction on best practices for providing useful information to the customer allowing for informed decision-making
Handling Objections
Closing Provide strategies for recognizing customer preparedness to move ahead in the sales cycle
Provide effective skills for resolving indifference based objections and drawback based objections from the customer
Strategic Significance
Sharing Our Story
Understanding Value
Bridging Value and Price
Communicating the Message
Committing to the Message
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• Regional Leadership Teams• Managers• Sales Reps
• Sales Managers• Sales Reps
Business Forum
• Business Forum– Week long classroom training sessions in St Louis on specific functional areas
• Strategy Management
• Product Management
• Supply Chain Management
– Business sponsors & Talent Management partner with external business school on content development
• Delivery Method– Classroom sessions in St. Louis scheduled
– Theory, case study, simulations and Monsanto application exercise to apply learning
Calendar
– May• Product Management
– July• Business Strategy
– August• Supply Chain Mgmt
Illustration
Business Strategy Module• Participants are given an overview Strategy &
definition (theory)
• Case Study application
• Business Simulation
• Paired into working groups for live Monsanto case study / interactive session