Succession Architect® Proprietary Process

Succession planning is the strategic, systemic, and deliberate process organizations use to identify potential leaders and, once identified, provide them with the development opportunities they need to succeed. Keys to this process include the accurate assessment of long-term potential, identification of mission critical competencies, and talent development through strategic job assignments, target learning experiences, coaching and mentoring.

Succession Planning— Creating an Efficient Talent Pipeline Many organizations prefer their executive successors to come from within the organization so that they have an extensive knowledge of the organization and industry. Identifying, developing and retaining high-potential leaders is critical in delivering the “right people at the right place at the right time.”

Organizations that effectively implement succession planning are rewarded with substantial ROI. They differentiate talent– identifying high potentials, seasoned professionals and solid performers. They also use robust, differential development plans to maximize the value of their talent.

A Nine-Cell Matrix and Two Principal DimensionsKorn/Ferry Leadership and Talent Consulting’s Succession Architect® process starts with executive-level buy-in to ensure the foundation needed to build a succession system. From there, experts use the two principal dimensions of the Succession Architect® to create an effective succession planning system.

u Talking Talent®. Talking Talent sessions are expert-facilitated meetings / activities. These challenging peer review discussions are designed to provide a framework for doing just that—talking talent. Executives and managers use a nine-cell matrix with the axes of performance and potential to openly discuss talent under review. And, while many organizations have used a nine-cell matrix for years, few have the expertise to define the axes of performance and potential that make talent comparisons meaningful.

Building leaders at all levels—A critical priority for successful organizations

“ Successful executives learn from experience, respond to adversity and diversity by learning new skills and additional ways of thinking.”

Lombardo, M. M., & Eichinger, R. W. (1989). Preventing derailment: What to do before it’s too late. Greensboro, NC: Center for Creative Leadership.

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Virtual Delivery

We understand that removing your proposal writersfrom the job for two days may be too taxing on your business. That is why we offer an option thatincorporates virtual skill building that can take placeover 30-60 days, or as little as 7 days, in preparationfor a one day face to face program. The onlinedevelopment includes pre-readings, exercises, samplesand explanations of the power tools and virtual chatswith the facilitator. The participants will immediatelyapply their new skills to active proposals—kick startingthe learning process and providing immediate impact to your business.

Once the online portion is completed the participantswill attend a one day highly interactive program where a thorough review of a live client proposal is completed.The facilitator will review and coach participants on thethree communication elements: themes, visuals, andtext and judge the quality of the proposal, includingwhether the sales messages are getting through.

If a one day program face to face program is not anoption due to time and expense we can deliver the finallearning component and reviews in a series of webinarswhich are synchronous learning events that everyoneattends at the same time so there can be virtualinteraction.

Proposal Power Tools

Key Issues AnalysisAssess your competitive posture, develop a winstrategy, and formulate your offer.

GIFBP MatrixFormulate your main message by linking goals,features, benefits, and proofs to the customer’s issues.

Visuals & Action CaptionsThe captions should highlight the key features of the visual and the benefits of those features.

Section ThemesTheme statements highlight the key features of the section and link them to the benefits.

Executive SummaryOne of the best tools you have to sell to yourcustomer’s top executives.

StoryboardingFacilitates the ongoing review and refinement of the proposal as it is developed.

Kickoff MeetingInitiates proposal development and gives the sectionwriters what they need to write better and faster.

Optional subscriptions to the online tools and learning components are available post program.

Copyright © 2009, Korn/Ferry International. All rights reserved.

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Analysis of 50 randomly chosen proposals at aglobal engineering company shows a 240% increasein win rate probability when using the Lore process.

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Facilitators use the Lominger definition of potential because it is research-based. Our Choices Architect® assessment of learning agility is a research-based, validated instrument for defining potential. The Performance Potential Matrix (PPM) is a method of placing value on an employee in terms of long-term potential for significant growth in responsibility.

u Talking Development®. Following Talking Talent®, experts use Talking Development® to create development plans for high-potential talent. Talking Development® features a differentiated care and treatment plan behind each of the nine cells. Executives and managers use these plans to provide targeted and specific development for high-potential talent, and for debriefing employees about their development.

Succession Planning—Using a Customizable, Validated ProcessThe Succession Architect® process can be implemented to meet your organization’s needs. We can provide technology transfer with our guidance and participation in your pilot program, or fuller implementation support with our consultants initiating and facilitating the first pilot of the process.

Your Situations. Our Solutions. Succession management drives several key organization efforts. Here are just a few of them:

u Performance management

u Competency modeling

u Organizational effectiveness

u Management and team development

Our consulting services can uniquely address your senior executive and leadership team developmental needs.

Supporting Research PapersLombardo, M. M. (2005, January/February). Developing talent: The magic bullets. Strategic HR Review, 4(2), 1.

Lombardo, M. M., & Eichinger, R. W. (2000). High potentials as high learners. Human Resource Management, 39, 321-330.

Succession Architect® Proprietary Process— The Process You Need To Develop Future LeadersContact Korn/Ferry Leaderwship and Talent Consulting to find out how Succession Architect® can help you evaluate targeted learning methods and experiences needed to fill key senior roles and positions. Call 001.952.345.3610 or email BusinessOffice@kornferry.com.

Tools and Resources to Help Select and Develop TalentIn addition to Succession Architect®, Korn/Ferry Leadership and Talent Consulting offers these helpful tools and resources: u Choices Architect® u FYI For Talent Management™ u Learning From Experience™ (LFE) Interview Guide