ADVANCED MANAGEMENT PROGRAM FINAL REVIEW Katarzyna Zygmuntowicz September 2012

CONTENT 1.INTRODUCTION 2.FOCUS AREA 3.AMP MODELS 4.ACTIONS 5.IMPACT 6.WHAT IS NEXT? INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

INTRODUCTION INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

LEADERSHIP PROJECT OBJECTIVE Set direction for the team that can allow to provide connection to the vision, give a reference point for decision making and keep higher level of motivation. Create dashboards (MIS) that would provide information that enables to lead OA EMEA team more efficiently and effectively. INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

FOCUS AREA - PERFORMANCE INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT Small ChangeValue to YouValue to the BusinessAMP Tools Creation and introduction of OA EMEA Vision and Values Identification of personal values, linked to Thomson Reuters ones Establishment of 7 dashboards Creation of OA EMEA MT Hub page Focus on tasks allocation and communication “MTalks” - management discussion about talent management More visibility on teams performance in multiple areas Optimized and efficient decision making More awareness about time spent on leading, managing, operating Higher level of inclusion and self- motivation Understand people alignment and disconnects Understand benefits of “self-questioning” approach More independent team, able to maintain team’s operations rhythm during my leave Succession planning and back up tasks assignment in case of absence Better identification of personal values with Thomson Reuters ones resulting in higher engagement and increased motivation Structured approach for following team’s performance and increased accountability using dashboards More efficient allocation of tasks – based on strengths (CVF output); if required one task performed by more people to cover end to end process More efficient delegation of tasks, based on LMO model (e.g. 3 rd Party in-housing process) More usage of coaching approach (e.g. when guiding on challenging tasks) Strategic Execution Competing Values Framework Leading Managing Operating Listen Value Respond 360’ feedback

AMP MODELS USAGE Strategic Execution  Coaching / mentoring session discussion  Creation of vision / values  Vision / values implementation exercise, followed by “cascaded” exercises with all team members Competing Values Framework  Completion of CVF exercise by OA EMEA MT  Discussion about CVF model and implementation of observations Leading Managing Operating  Analysis of day to day activities Listen Value Respond  Completion of LVR exercise by OA EMEA MT  Role-play and discussion about the model  Optimizing personal style in day to day interactions 360’ feedback  Discussion with line manager, followed by individual analysis of the results / feedback  Actions: building on strengths / raising awareness and focusing on improvements INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

ACTIONS: OA EMEA VISION OA EMEA team ensures first class data and competitive advantage in the marketplace through continual development of people and their potential, out of the box thinking, encouragement of new solutions and collaboration within OA and with stakeholders. INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

ACTIONS: OA EMEA VALUES  COLLABORATION Active and synergetic collaboration focused on trust and building relationships.  CREATIVITY Constant focus on initiating new activities and adopting existing best practices to advance team’s performance.  CUSTOMERS Deliver first class data in-line to customers’ expectations and needs, fostering competitive advantage in the marketplace.  EFFICIENCY Demonstrate dynamic efficiency focused on building on possessed knowledge, experience and available tools.  EXCELLENCE Continual development of people and their potential, aiming at excellence in each action and undertaking. INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

ACTIONS: DASHBOARDS (MIS) Establishment of 7 dashboards to be uploaded on OA EMEA MT The Hub page focused on following areas:  Quality  Timelines  Projects Delivery  Productivity  Process Rules / Market Manuals  Attrition  Sick leaves Dashboards, based on the structured approach of information availability, allow for more efficient management of team’s performance, high level visibility about progress on specific areas, increased accountability and optimized decision making. INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

IMPACT What was your biggest learning from the Advanced Management Program experience that will help you most in your future? Strategic Execution model  support in the creation of vision and values  better understanding of key priorities and major challenges of the business  more visibility into current and future situation of the team Feedback / impact:  “natural” implementation of vision and values; team open to repeat the same exercise with their groups  more focus on leading, guiding and inspiring others, leaving more independence  using new models helped in observing better team’s strengths and focus areas that are often hidden in daily dynamics  structuring key areas of team performance with focus on more accountability  fostering collaboration between team members INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT

WHAT IS NEXT? INTROPROJECTFOCUS AREAAMP MODELSACTIONSIMPACTWHAT NEXT “Living” vision and values Regular usage of dashboards Creation of team’s strategy Usage of remaining AMP tools Maintaining network Continuous leadership skills development

Katarzyna (Kasia) Zygmuntowicz