Successfully Marketing a

Global Online Curriculum

Today’s Session:

March 22, 2012

Today’s Sponsors:

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Today’s Speakers

Michael Milbier • Global Director, Organizational Development, GLOBAL FOUNDRIES

• Leading OD transformation, including clear talent development vision, talent management systems and online curriculum.

• Worked or consulted with other orgs, including Ernst & Young, HP, Ford, Sprint, Levi Strauss & Logitech

Cara Morgan • Global Manager, Organizational Development, GLOBAL FOUNDRIES

• Focuses on delivering results that promote the growth of leaders at all levels of the organization.

• Previously help leadership positions with companies including HP, Spansion and Polycom.

Michael Milbier Global Director-OD Cara Morgan Global OD Manager

Agenda

March 22, 2012 5 Confidential

GLOBALFOUNDRIES Overview global U-Marketing & Change Change Management Kubler-Ross Model Kotter’s Model GLOBALFOUNDRIES journey

Lessons Learned Q & A

3/22/2012 6 Confidential

GLOBALFOUNDRIES Overview

7

GLOBALFOUNDRIES 7

GLOBALFOUNDRIES Value Propositions

Leadership in foundry technology and innovation Ramping HKMG in 2011 faster than all foundries combined Leadership in globally distributed capacity Three manufacturing sites on three continents Capability to expand to >7 million 8” equivalent wafers Invested $8.4B in capex since its formation Plan to spend additional $3B of capex in 2012 Leadership in customer-centric services Flexibility and collaboration differentiate our services in design enablement and technology delivery The foundry with focus and staying power for the long term

To be the first truly global semiconductor foundry, harnessing the world’s resources to deliver maximum value to our customers and unlocking their potential to innovate

Vision and Value Propositions

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GLOBALFOUNDRIES at a Glance

Global Operations Over 12,000 employees, 12 locations, three continents Administrative offices in Silicon Valley 300mm Fabs in Singapore, Germany, New York 200mm Fabs in Singapore

One of the World’s Largest Foundries 160 Customers including many of the world’s largest IC companies

Leadership in Foundry Technology and Service

Substantial Time-to-volume advantage for advanced technologies Driving the global standard for new technologies Full foundry offering from mainstream to leading edge with Value-Added Solutions Committed to Best-in-Class customer service

Singapore

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New York

Germany

The First Truly Global Foundry

East Fishkill, NY

Austin, TX

Headquarters Si Valley, CA

London, UK

Yokohama, Japan

Shanghai, China

Hsinchu, Taiwan

Munich, Germany

Global Manufacturing and Support Footprint

Manufacturing Centers Saratoga, New York Dresden, Germany Singapore Sales and Support Offices

Dresden, Germany

Singapore

Saratoga, NY

10

Market Needs Drive Technology Offerings

Networking Game consoles Microprocessors

Networking Servers / Storage DTV

STB

Graphics

Tablets

Wireless connectivity

Smartphones Portable consumer DTV

High Performance Computing

Wireless, Mobile Comp, Consumer

Wired Applications & Networking

3/22/2012 12 Confidential

Marketing & Change Management Kubler-Ross John Kotter

global U-Background for Change

13

GLOBALFOUNDRIES Launching global U

Stands for global University Global curriculum for 12,000+ employees

Largest scale change for professional talent development Sets context for our presentation regarding the marketing and change management aspects Marketing and change management are integrated using Kubler-Ross and Kotter’s change management models

How Do People Experience Change? Stages of Grief - Elisabeth Kübler Ross

1. Denial - conscious or unconscious refusal to accept facts, information, reality; natural defense

2. Anger - can be emotionally upset with themselves, and/or with others, especially those close to them

3. Bargaining - seeking to negotiate a compromise, e.g. "Can we still be friends?.." after break-up

4. Depression - acceptance with emotional attachment; natural sadness, regret, fear, uncertainty, etc.; beginning to accept reality

5. Acceptance – facing the new situation with some emotional detachment and objectivity; readiness to move forward

Shock (+ denial)

Anger (+resistance) Resignation

(+bargaining)

Moving Forward (+depression)

Time

Performance

Acceptance (+commitment)

(Modified from Elizabeth Kubler-Ross)

How Do People Experience Change?

How Do People Experience Change?

Everyone goes through this process at their own speed Those who have been involved with certain changes for a while

must allow those for whom it is newer to go through their own process Even positive changes or those that a person chooses may

involve loss and grieving People accept change more easily when they are involved in

shaping it and/or understand why it is happening

John Kotter’s-Background

Harvard Business School Professor John Kotter is widely regarded as the world's foremost authority on leadership and change. His is the premier voice on how the best organizations actually "do" change

John Kotter’s international bestseller Leading Change—

which outlined an actionable, eight-step process for implementing successful transformations—has become the change bible for managers around the world In October 2001, Business Week magazine rated Kotter the

#1 "leadership guru" in America based on a survey they conducted of 504 enterprises

John Kotter’s Eight-Stage Process

Source: Kotter, John P. “Leading Change”, pg. 21

1. Establishing a Sense of Urgency Examining the market and competitive realities Identifying and discussing crises, potential crises,

or major opportunities

2. Creating the Guiding Coalition Putting together a group with enough power to

lead the change Getting the group to work together as a team

3. Developing a Vision and Strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision

4. Communicating the Change Vision Using every vehicle possible to constantly

communicate the new vision and strategies Having the guiding coalition role model the

behavior expected of employees

5. Empowering Broad-based Action Getting rid of obstacles Changing systems or structures that undermine

the change vision Encouraging risk-taking and nontraditional ideas,

activities, and actions

6. Generating Short-Term Wins Planning for visible improvements in performance, or

“wins” Creating those wins Visibly recognizing and rewarding people who made

the wins possible

7. Consolidating Gains/ Producing More Change Using increased credibility to change all systems,

structures, and policies that don’t fit together and don’t fit the transformation vision

Hiring, promoting, and developing people who can implement the change vision

Reinvigorating the process with new projects, themes, and change agents

8. Anchoring New Approaches in the Culture Creating better performance through customer- and

productivity-oriented behavior, more and better leadership, and more effective management

Articulating the connections between new behaviors and organizational success

Developing means to ensure leadership development and succession

1. Establishing a Sense of Urgency

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Leader of Global L&OD January, 2011 Conducted detailed organizational and operating model assessment

Key L&OD Findings: Model was still site/regionally focused and not globally aligned 100% of courses were instructor led

Courses were not aligned 100% ILT model is not scaleable, sustainable, cost effective, or measurable

Resources focused on too much tactical training Need to realign and up skill team to conduct more strategic OD work

Examples: Reduce employee attrition, Dresden Transformation, Malta Ramp

Implement global talent management system Informed our Leadership Team & HR of the key findings

Outlined new global L&OD model Started L&OD transformation

2. Creating the Guiding Coalition

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Presented Findings & New Global L&OD Model to key stakeholders

Leadership Team, HRLT, extended HRLT, and L&OD Select leaders that had a strong interest in leadership development

Skillsoft Pilot Launched a Skillsoft pilot and targeted the key stakeholders Solicited their feedback and suggestions on how to successfully integrate on-line learning, blended, and ILT Received excellent suggestions…

Align courses to our Leadership Traits, Values, and Functional areas Integrate with our global talent management system Provide easy access to managers/employees and with no charge back

Design Principles Incorporated all of the feedback into our global U model

Perspectives conference validated all of our design principles Welcome feedback or suggestions at any point—continuous improvement

3. Developing a Vision and Strategy

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Global L&OD Vision & Strategy Create a global talent development pipeline by level Incorporate PDI’s leadership competencies in our model Implement global U that is aligned to our talent development model and shift our model from 100% ILT to…

On-line-40% Blended-45% ILT-15%

Empower our team to focus on strategic solutions that are high value Reinvest into our team with education: Masters in OD/Executive Coaching, PDI/MBTI/Emotional Intelligence certifications, etc.

Integrate global U with our Intranet, SuccessFactors, and Oracle’s ELM Provide major learning portals to all employees The next few slides outline our vision and strategy

Audience Poll #1

Do you have metrics to measure your program success? • Yes • No

3/22/2012 23 Confidential

Talent Management

Systems

SuccessFactors Oracle’s ELM

Align & Integrate Systems

Change Management

global U • On-Line • Blended

• ILT • Tech.

Succession Planning

Leadership Development

Programs

360˚ + Executive Coaching

GLOBALFOUNDRIES 2012 Talent Development Approach

Talent Development Pipeline Develop Talent by Level

Professional & Career Development

Senior Executive Level 13+

B.U. Leader Level 10-12

Mid-Level Leader Level 8-9

Front Line Leader Level 6-7

Individual Contributor Level 1-5

Audience Poll #2

Do you align your learning solutions to competencies or company values? • Yes • No

Global U & Our Talent Development Model

global U (Global University): L&OD made a strategic decision in 2011 to create global U

On-line, Blended, & Instructor Led learning 500+ courses, videos, simulations, job aids, etc. were mapped against our talent development pipeline Available to all 12,000 + employees

Purpose & Benefits of global U are… Provide all employees with one global learning platform for professional dev. 24 x 7 availability for our learning solutions that are scalable and cost effective Empower managers & employees to create powerful dev. plans and to develop common learning experiences/culture

Created a partnership with Skillsoft the largest eLearning company in the world Business leaders mapped functional curriculum—makes them business relevant

global U-Main Page

global U Screen-Competencies & Courses!

global U-Functional Courses By Level

global U Screen Shot-Finance & Accounting-Lists Courses by Level

global U & SuccessFactors-CDP Module

4. Communicating the Change Vision

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Global Communication Approach 3/12-Presented again to our Leadership Team, HRLT, Extended HRLT, L&OD, and early adopters

3/12-Present to our ATIC & Mubadala executives (parent company and investors) 3/12-L&OD local teams present to their site leadership team and early adopters 3/12-Global communiqué announcing the formal kick-off of global U 3/12 global U tour kicks-off with ATIC and GLOBALFOUNDRIES going to each site to promote our model with managers/employees

Partner with local L&OD teams Provide branded marketing materials

Future Communiqués will include: Videos from champions and employees Regular articles in global connect that report success stories Metric reports to Senior and site management

ROI, usage, key global/site trends Branded communiqués and marketing material follow

Audience Poll #3

What is your marketing approach? • Global • Local • A blend of both

Global Launch-global U (Working Draft)

3/22/2012 32 Confidential

Marketing Materials-Branded Email

3/22/2012 33 Confidential

Marketing Materials-Branded Brochure-Page 1

3/22/2012 34 Confidential

Marketing Materials-Branded Brochure-Page 2

3/22/2012 35 Confidential

Marketing Materials-Branded Flyer

3/22/2012 36 Confidential

Marketing Materials-Branded Postcard

3/22/2012 37 Confidential

Marketing Materials-Branded Tent Card

3/22/2012 38 Confidential

Marketing Materials-Branded Newsletter

3/22/2012 39 Confidential

Audience Poll #4

Do you brand your learning offerings? • Yes • No

5. Empowering Broad-Based Action

41

IT & Systems Integration Proactively engaged IT, Corporate Communications, Skillsoft, & Oracle to integrate global U…

Global U was created by IT, L&OD, Corporate Communications, and Skillsoft Located on the first page of Global Connect (intranet) Single sign-on Integrated with SuccessFactors Career Development Module Oracle’s ELM integration is planned for Q2 Track all data in Oracle’s ELM

All employees will have 3 major learning portals to reach global U

L&OD had to challenge our IT department to get all three learning touch points created Easy employee access is a best practice and will help ensure excellent usage Most companies only create one learning portal

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Early Adopter Short Term Wins! 1,200 employees in Malta, NY are taking 4 EH&S courses in global U

Courses are mandatory and will be tracked in Oracle New Managers in Malta, NY are taking 10 courses in global U that must be taken in their first year

Courses are mandatory and will be tracked in Oracle Managers must sign-off that new managers are ready to lead

Launching “Yellow Belt” blended training program in Malta, NY and several courses from global U have been selected

Track all data in Oracle’s ELM

Publish Success Stories Globally & at Site Level L&OD wants to create positive momentum throughout the year to get full adoption

6. Generating Short-Term Wins

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Mobilize Global & Site Change Agents Share success stories before global and site leadership team meetings and brown bag sessions Share success stories via quick video clips, articles, or blogs

Marketing Run special global U marketing campaigns

Site competition Top learning function Provide recognition and rewards

7. Consolidating Gains/ Producing More Change

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global U is strategically being integrated into our culture… ATIC & Mubadala are adopting our global U model

Sends a clear signal that global U model is critical for our talent development pipeline

Leadership Team fully supports global U Aligned to our Leadership Traits, Values, & Business Functions Promoted and utilized in our New Hire Orientation 3 Major learning portals for employees

Global Connect, SuccessFactors, and Oracle Managers have the power to make courses mandatory

Proactively seek regular feedback from key stakeholders and employees

Incorporate changes that make global U more effective and ingrained in our culture Publicize changes that are made based on employee feedback—demonstrate that L&OD is responsive to employee needs

8. Anchoring New Approaches in the Culture

3/22/2012 45 Confidential

Lessons Learned

Lessons Learned

Work with real strategic partners: Skillsoft, PDI,

SuccessFactors, Oracle Partner well with key

stakeholders: ATIC, Mubadala,

Leadership Team, HRLT, IT, Corp. Comms.

Lessons Learned Lessons Learned Lead with a clear and

compelling vision Have lots of passion Must be willing to address

resistance at every level Change takes months so start

early Expect long days, laugh, and

enjoy the journey

Trademark Attribution GLOBALFOUNDRIES, the GLOBALFOUNDRIES logo and combinations thereof are trademarks of GLOBALFOUNDRIES Inc. in the

United States and/or other jurisdictions. Other names used in this presentation are for identification purposes only and may be trademarks of their respective owners.

©2011 GLOBALFOUNDRIES Inc. All rights reserved.

Questions?

Michael Milbier Global Director, Organizational Development GLOBAL FOUNDRIES michael.milbier@globalfoundries.com

Cara Morgan Global Manager, Organizational Development

GLOBAL FOUNDRIES cara.morgan@globalfoundries.com

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Today’s Speaker: Michael Milbier & Cara Morgan

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