Manage a CEO transition
Managing a major leadership transition, from the development of a succession process and the identification and development of successor candidates to the exit and onboarding of the new CEO
|
Drive executive decision making around a key trend affecting the enterprise
Proactively monitor macro and micro trends (e.g., changing nature of work or the workforce) and directly influence key business outcomes and resulting people decisions around rewards, talent development and talent acquisition
|
Design a strategy to enable an organization to implement the right structure for future business needs
Build an infrastructure that enables fundamental changes in the way work gets done in the organization to drive employee engagement and organizational performance
|
Crafting a new mission/vision/values
Leading work to establish a new mission, set of values or vision for the organization to better compete in the market after a large-scale integration, business transformation or leadership transition
|
Engage executives in critical dialogue on leadership needs
Engaging and influencing senior leaders and board members to think about the organization’s future leadership needs, using data-driven decision making to build a comprehensive succession plan that is used
|
Manage executives through a sensitive/ crisis situation
Managing a sensitive, high-risk event that jeopardizes the reputation and brand of the organization
|
Deliver capabilities for a business transformation or new business acquisition
Identify when a new business strategy requires a material shift in people strategy (i.e., turnaround, new market strategy) and then develop, design and implement the human capital plan that is needed to meet the business demands for capabilities in the right place and the right time
|
Leading a bold experiment
Seizing an opportunity for bold and courageous leadership, such as the launch of an innovation center or incubating a radically different business inside the enterprise to evolve talent and support growth
|
Leading a cultural transformation
Designing a long-term initiative to drive a turnaround of the culture and engagement across an organization
|
Courageously advocate a contrarian position with the CEO
Recognize significant business risks of CEO action or inaction on a human capital issue (e.g., firing a top performer) and respectfully but firmly advocate for the CEO to take his/her course of action
|
Lead independent board interactions
Engage board members in meetings and individual interactions alone on sensitive issues that require navigating tensions between the CEO and board (i.e., CEO performance conversations)
|
|
Implementing a large-scale change to compensation or benefits
Implement a new compensation and/or benefits strategy that carries significant workforce risk, such as shifting from defined benefits to a defined contribution plan or launching a voluntary separation program
|
Managing impact of digitalization on culture
Managing the organization through the pressures and demands of evolving workplace technologies such as artificial intelligence, social learning and big data analytics — and proactively anticipate the impact on culture and employee effectiveness
|
|