1. Transform Your Culture Through Action-Learning Teams Through Action-Learning Teams  Bruce LaRue, Ph.D. President, Applied Development Services, Inc.  Robert R. Ivany Major General U.S. Army, ret. President, University of St. Thomas

2. Objectives Demonstrate techniques for rapid knowledge transfer and real-time organizational learning Simultaneously design and deploy effective change strategies while developing the leaders of tomorrow

3. Why Action-Learning Teams (ALTs)? “…developmental experiences are likely to have the greatest impact when they can be linked to or embedded in a person’s ongoing work and when they are an integrated set of experiences.” -- From: “Leadership Development: Past, Present, and Future” by Gina Hernez-Broome, Richard L. Hughes, Center for Creative Leadership

4. Key Benefits Develop leadership competencies and direct energy toward the resolution of critical business issues Build on intellectual capital and capacity for innovation Leverage existing opportunities for development Strengthen intact and ad hoc teams by creating a forum for collaboration and joint problem-solving Enhance morale and job satisfaction by offering opportunities to learn and to add real value

5. The Rise of the VUCA World

6. ALTs in the Modern Military

7. AAR: Real-Time Organizational Learning What – facilitated discussion Who – key players from all levels to include top leaders When – during and after a major project Where – secluded location How – facilitator guides participants in answering the “Big Three”

8. The Big Three What happened ? Why did it happen ? How can we improve the three most critical weaknesses and sustain three key strengths ?

9. ALTs and Organizational Change Define Strategic Intent and pilot initiative Determine individual and organizational capabilities necessary to fulfill strategy Align developmental focus to your business strategy and initiatives Develop competencies within the context of real work

10. Strategic Initiatives ALTs and Organizational Change Talent Development Organization Effectiveness

11. Develop leaders in the context of real work Strengthen intact and ad hoc teams Foster cross- functional collaboration Talent Identification and Development Talent Development

12. Focus on strategic organizational issues Address critical business initiatives Develop capacity for organizational learning Enhance retention of key people  Organization Effectiveness Organization Effectiveness

13. The Strategy Triangle Purpose People Process What How

14. ALTs and Aerospace Industrial Design Strategic initiatives used as focus of Action-Learning Teams

15. Necessary Leadership Competencies Builds on the wisdom and insight of the team Models the change they seek in the organization High level of trust and respect by and for the team Leverages ambiguity to drive innovation Focuses group through clarity of intent Adapts leadership style to the situation Promotes culture of freedom and accountability Soft focus: perceives detail in context of patterns

16. Recent Publications Available on Amazon.com

17. Contact Us Bruce LaRue, Ph.D. Phone: 253.576.7100 bruce@brucelarue.com Robert Ivany robert.ivany1@us.army.mil