Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services

The IBM Leadership Development Framework

Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services

The IBM Leadership Development Framework

Barbara J. Lombardo, PhDLeader, Enterprise Leadership CapabilityIBM Global Business Services

The IBM Leadership Development Framework

IBM Background

World’s largest information-technology company

$95.8B Revenue, $18.1B Income

400,000 full-time regular employees 6,000+ executives 40,000+ managers

Operations in 170 countries, divided into 5 operating teams and/or markets:

North America Japan North East Europe South West Europe Growth Markets

IBM Workforce at a glance

Key Business Segments: Global Technology Services Global Business Services Systems and Technology Group Software Group Sales and Distribution

A highly diverse workforce: 50% workforce has fewer than 5 years of

service 62% workforce is in our Services business 40% of employees work remotely – not from a

traditional IBM office 15% of population comes from acquisitions &

outsourcing deals

Transformational Leadership

Why?

Need to develop global leaders for the 21st Century who:

- are culturally adaptable

- unleash IBMers’ energy

- leverage IBM’s enterprise-wide capabilities

- enable IBMers to execute IBM’s strategy in the face of uncertainty

What we’ve done

• Established and periodically refreshed a core set of leadership competencies for all IBMers

• Pervasive use of competencies for development, succession planning and selection

• Created a collective leadership force of senior leaders accountable to integrate IBM and lead by Values

IBM’s Leadership Framework

Building a Culture of Leadership

Transformational Leadership

How we did it

Identified leader behaviors that impact employees’ experience and performance

Embedded Leadership Competencies in all leadership development programs

Senior IBM leaders participate in all leadership programs as role models, mentors and coaches

Launched I&VT Initiatives sponsored by SVPs and Chairman to solve strategic enterprise challenges

Impact

IBM’s leaders’ competencies have steadily improved each year

IBM’s leaders, at all levels, demonstrate a broader set of effective leadership behaviors

I&VT leaders driving integration and enabling key transformation efforts

IBM’s performance continues to improve year to year

Building a Culture of Leadership

Building a Culture of Leadership

In tegrated Leadership Development in IBMAn integrated program for identifying, assessing, developing and placing 60,000 high performing, high

potential leaders - - at all levels, across all businesses.

PLANNING

Define all roles across IBM (250, down from over 600, through discipline)

Create “Success Profiles” for all leadership roles

Define demand for leadership roles by BU and market (through the business plans)

Identify critical gap roles (requiring accelerated development and recruitment)

Pipeline Identification and Development

Regularly evaluate leadership competencies of those currently in leadership roles

Assess leadership potential and functional skills of IBMers globally, with verification

Provide guidance on potential career paths and personalized development plans for each IBMer, tracking progress through the IBM management system

Provide innovative and extensive experiences and developmental opportunities

Placement

For each leadership role, define benches of potential candidates, ensuring diversity

For each opening, specify a slate of candidates, with diversity and high potential

Disciplined process for placement decisions, through 5 Minute Drills

Conduct annual leadership review s at all levels of the business. This company-wide process moves upward to high visibility “Chairman’s Reviews” with action follow-ups

LEADing@IBM Overview

Developing leaders progressive ly a long the cont inuum

The Corporate Service Corps

• Immersion in strategic emerging markets

• Work at the intersection of business, technology and society

• Global teaming and leadership development

• Exposure to diverse cultures

• Outside the traditional office

• Problem solving in a challenging, ambiguous environment

• Leaders who can deliver a “Smart Planet”

THANK YOU!