Leader Learning Agenda

Slides:



Advertisements
Similar presentations
The Middle Leadership Development Pilot Further information:
Advertisements

Growth Generation Leaders
Confidential and Proprietary LEADERSHIP COACHING: Are You Maximizing Potential? December 2007.
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 1 The Relationship between.
Chapter 2 The Managerial Role. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –To understand roles of.
Enterprise & Entrepreneurship Education the new curriculum guidelines in Ireland and the UK ISBE 2012, Dublin 6 November Professor David Rae
1 The Business Growth Innovation Collaboratory (BGIC) NC State Executive Education.
COLLEGE-READY LEARNER CRITICAL THINKER ADAPTABLE & PRODUCTIVE LEADERRESPONSIBLE DECISION MAKER SKILLED COMMUNICATOR HISD.
CLAIMING THE FUTURE THE ASSOCIATION OF THE FUTURE.
1. 2 IT innovations in specialized areas where competitors will have difficulty copying Excellence in design of processes and activities and how they.
Increasing the Relevance of Health Care Organizational Research Jeff Alexander, Ph.D. AHRQ Annual Meeting Sept 8, 2008.
Concern Universal Vacancy Director of Income Generation and Communications.
Aligning HR & Business Strategy. “The long-held notion that HR would become a truly strategic function is finally being realized.”
Ulster.ac.uk Learning at Ulster Student Learning Experience Principles.
Audience Profiles RoleKey CharacteristicsValues & NeedsRecommendations C-Level Execs Challenge and opportunity is to capitalize on executives’ critical.
11 Setting Direction Broad Scanning Intellectual Flexibility Seizing the Future Political Astuteness Drive for Results Self Belief Self Awareness Self.
TEAM BUILDING!.  The learner will be able to define team building by the end of this lesson  The learner will be to list a minimum of 6 of the 12 C’s.
1 Chapter 9 Implementing Six Sigma. Top 8 Reasons for Six Sigma Project Failure 8. The training was not practical. 7. The project was too small for DMAIC.
HUMAN RESOURCE MANAGEMENT
Today’s managers & leaders are challenged unlike any of the past generations in their roles.
Performance Management Transformation: Cargill’s Case Study
Leadership Development at Bruce Power
Training & Development: Creating an Empowered Learning Culture
Deck Customization Checklist
Account Management Overview
CHAPTER 4 THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
Viewing Data-Driven Success Through a Capability Lens
5 steps to align your talent strategy to the organisational strategy
Creating Organizational Change
The future of the L&D function
SAMPLE Develop a Comprehensive Competency Framework
Select an EA Tool Based on Business and User Need
ICT PSP 2011, 5th call, Pilot Type B, Objective: 2.4 eLearning
Poster 1. Leadership Development Programme : Leading Cultures of Research and Innovation in Clinical Teams Background The NHS Constitution is explicit.
Building Better IT Leaders from the Bottom Up
Harvard CRM Service Strategy
THE NEW YORK CITY DEPARTMENT OF EDUCATION Dolores Esposito, Executive Superintendent of Leadership Developing Social and Emotional Skills in our Schools.
Sharing Learning Data with the Business
Microsoft Services Cloud Productivity Solutions
Effective Category management focus to deliver more
Vision Facilitation Template
Oracle Cloud: The Who, What, Where, When and Why
Action learning Session Two
Vanquishing the Measurement Dragon
Digital Transformation Asia 2018 – CALL FOR SPEAKERS
Strategic Planning 3/31/2016.
New Technology Digital Analyst Downstream Future Leaders Program
Senior Engineer, Intelligent Operations
Collaborative Leadership
Johns Hopkins Medicine Innovation 2023 Strategic Plan
Responds quickly to the business needs
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
IEEE Foundation: The Road Ahead
Employee engagement Delivery guide
Dave Scott – Middle School Principal – Kristin School
MAZARS’ CONSULTING PRACTICE Helping your Business Venture Further
People Lead: This is the visual representation of our model. This model supports and reinforces our definition of leadership - achieving results, with.
KEY INITIATIVE Financial Data and Analytics
KEY INITIATIVE Shared Services Function Management
KEY INITIATIVE Shared Services Optimization
MAZARS’ CONSULTING PRACTICE Helping your Business Venture Further
Johns Hopkins Medicine Innovation 2023 Strategic Plan
KEY INITIATIVE Financial Data and Analytics
Reading Paper discussion – Week 4
MODULE 11: Creating a TSMO Program Plan
I4.0 in Action The importance of people and culture in the Industry 4.0 transformation journey Industry 4.0 Industry 3.0 Industry 2.0 Industry 1.0 Cyber.
Wide Ideas Idea Management Software Idea Management Process
Dave Scott – Middle School Principal – Kristin School
Innovation Roadmap Template
Presentation transcript:

Leader Learning Agenda Driving Leader Development for Humana’s Future 2017/2018

Shaping Leaders of the Future Intellectually Curious. Continuously engaged in learning what’s new Visionary. Sees around corners and thinks three steps ahead of everyone else Achieves Results.  Applies the requisite skills and tools to execute and implement solutions Insights Driven. Understands and acts all types of analytics, particularly moving from data reporting/monitoring to predictive analytics Digitally Savvy. Leverages web-based, mobile and other technologies to optimize productivity and simplify experience Future Leader Attributes Strategic Execution Experts. Delivers near term results while positioning us for future growth Quality Promoters and Analysts. Emphasizes consumer experience and clinical outcomes Culture Shapers. Models values and leads the change necessary to execute the strategy…personal accountability, collaboration, candor and empowerment

Our Leadership Development Building Blocks Learn on the Field Shape Mindset Grow Leaders Ensure Sustainability Leverage context and strategic planning process to architect learning that parallels our strategy Share stories about topics and concepts that matter to the business and ensure future relevance of our leaders Provide immersive experiences designed to accelerate capabilities, language, tools and processes Offer on-demand, performance support resources and self serve experiences accessible to all leaders. Build into routines and measure Create Roadmap Inspire Curiosity Build Capability Drive Scale Bruce opens with Inspiring Curiosity and Challenging Leaders to Engage Expose people to “just enough” Analytics content Give them a sample of Analytics tools/foundation Experiential Activity Goal is to make an impact like many felt after Broken Squares in Culture Workshop Profound Experience to drive home the importance of Analytics in our Decision-making Expecting our leaders to ask the right questions Possible Examples ROI on a Program, STARS, 3

Humana DigitalFIRST – Just the Tip of the Iceberg Just a piece. The Humana DigitalFIRST Experience is part of a larger Executive Development Program called the Leader Learning Agenda. Changing the mindset. Program is designed to shape leader behaviors of the future. An integrated learning journey. Agenda combines a range of experiences that span key themes, modules and modalities. Just getting started. Digital is one theme of the overall program with two cohorts completed of pilot experience. Laying the ground work. We are using the initial experience to build digital knowledge, context for its use and help leaders learn what is needed to lead with a digital first mindset. The Humana DigitalFIRST Experience The Leader Learning Agenda Culture Digital Analytics Strategic Mindset Stakeholder Perspective

Humana DigitalFIRST – Using Digital to Teach Digital From To Learning Objectives Develop approaches to effectively lead teams through digital change (e.g., digital transformation) where all embrace digital as both a tool and mindset Lack a clear understanding of what digital tools are at his/her disposable to lead change Confidently turn to digital solutions as options to address challenges and enhance product / service delivery Unsure of digital resources available and is unable to identify digital needs for his/her business Inherently curious about digital trends and able to ask the right questions; understand what resources are available and when to use them Create digital culture that facilitates access to existing resources and helps leaders ask the right questions Focus on more traditional means of doing business, not stopping execution to raise questions Welcome innovation and see digital capabilities as key component of “looking around corners” Champion innovation within the organization by capitalizing on digital capabilities across the business and encouraging open mindsets