Kf community newsletter august 2013

ASIA PACIFIC

EMEA

page 4

Senior consultants in India gather for Edge 2 program to deepen knowledge of Korn/Ferry’s multi-solution capabilities.

AMERICAS

page 6

page 8-9

LTC has launched GreatLeaderGPS, an online and live virtual assessment solution.

Korn/Ferry EMEA colleagues to “go the distance” in Switzerland’s cycling race, the TORTOUR.

Korn/Ferry International

August 2013

LTC Transformed

LTC has transformed its business, rapidly establishing a new model for talent management that helps global organizations navigate the “new normal.”

From Many to One

By Gary Burnison

When I asked, “How many of you want to be rich?” the vast majority of hands rose, along with a few raucous shouts from the more spirited in the class.

see pages 16 and 17

Today’s Korn/Ferry

A special K/F Community feature!

Flip to pages 13 and 14 to see our Firm’s journey through graphic visualization.

Future­step’s Inno­vation Imperative

74% of recruitment professionals believe their organization needs to be doing more to demonstrate innovation in their talent management.

T

o be rich…or to make a difference. That was the question. I recently posed that choice to the graduating MBA class at Pepperdine University, where I have had the pleasure of serving as a guest lecturer. Asked to deliver the commencement address, I wanted to give these bright, ambitious people some words to contemplate as they launch their careers.

“How many of you want to be famous?”

A few more hands. One student even shouted, “I already am!” (It is Los Angeles, after all.)

As the laughter died down, I asked a final question. “How many of you would put all of that aside, to change lives?”

There were a few smiles, and some hands were raised. Across that audience of 3,000 students, faculty, university officials, parents, and alumni, the tone, however, was muted, and the mood much more serious.

Continued on page 12

Recognizing Those Who Have Made a Difference

Marlene Briski Lester Korn Service Award

Indranil Roy Richard Ferry Innovation Award

Dominique Virchaux Lester Korn Broadening the Conversation Award

Suzanne Williams Richard Ferry Transforming Lives Award

Janette Cullinan Richard Ferry Brand Elevation and Enhancement Award

Lisa Marshall Richard Ferry Brand Elevation and Enhancement Award

Wendy O’Connell Richard Ferry Brand Elevation and Enhancement Award

Lisa Whitsett Richard Ferry Brand Elevation and Enhancement Award

The Chevron Team

see pages 15 and 16

Korn/Ferry Road Warriors see People Connections pages 18 and 19

Dorothy Bowie Richard Ferry Brand Elevation and Enhancement Award

It’s your Community

Send your comments & story ideas to: global.marketing@kornferry.com

Regional Presidents’ Roundtable:

Delivering the Diversified Strategy around the Globe

Korn/Ferry’s three regional presidents, left to right: Bernard Zen-Ruffinen, EMEA, Bob Damon, Americas and Charles Tseng, APAC.

W

e at Korn/Ferry take pride in being one Firm, known

globally for the strength of our brand and our commitment to excellence, across every service line and in every part of the world. At the same time, our deep knowledge of the specific needs within regional markets—having a finger on the local pulse— provides distinct competitive advantages. To find out more about how we deliver services around the globe (and how our clients view Korn/Ferry) we hosted a virtual discussion with our three Regional Presidents. While providing their own viewpoints and perspectives, they demonstrate

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K/F Community: Search continues to anchor our business. How do you see Search’s ability to “open the door” as a competitive advantage?

Bernard: Search will remain a significant portion of Korn/Ferry’s business, and our Search teams will increasingly become ambassadors for all our solutions. Their roles will evolve into talent advisors to CEOs and career advisors to top talent, as opposed to transactional search consultants.

Strong relationships forged with individuals at the very top of organizations are key to enabling us to present Korn/Ferry’s extensive talent solutions to organizations. For example, we were invited to discuss CEO succession at one firm and, as a result of that conversation, we are addressing broader integrated talent management, of which CEO succession will be the most senior work.

the unity behind the Firm’s

Bob: The big win is for the

Diversified Strategy.

Firm to take our significant Board and CEO relationships of Search and monetize that

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to a much greater degree with our other product lines. Concurrently, we need to capitalize on the phenomenal intellectual property around assessment in our leadership business and reengineer our Search process to be truly differentiated from the competition. This will enable us to maintain pricing in a very competitive market.

K/F Community: Can you give us some perspective on how Korn/Ferry is delivering excellence to our clients around the world?

Bob Damon: As we’re seeing across the Americas, as well as globally, the degree of multi-business line teaming that is going on today is significantly higher than even a year ago.

A large part of the reason is that the majority of our consultants not only believes in the strategy, but is now actively executing on it. This willingness to partner is making a huge positive difference in how we engage clients in broader and deeper conversations around “why Korn/Ferry.”

Bernard Zen-Ruffinen:

Bob: Because of the strength of

K/F Community:

In EMEA, we’re proud of our effectiveness in teaming across borders, despite cultural and language differences. This adds an important aspect to our approach. Korn/Ferry is a unique blend of global professionals with local connections and in-depth understanding. We are capable of analyzing and advising on all aspects of talent management, thanks to our unique understanding of talent backed by intellectual property and unequalled fact-based and statistical research— all of which supports our business strategy.

our teams, across the Americas and globally, our strategy for providing a full-range of talent management solutions uniquely qualifies us to execute on our world domination.

As we’re seeing in the Americas, the concept of talent management is more accepted today than it was five years ago—and it will be significantly more accepted five years from now. Companies recognize that their talent management strategies must be aligned with their business strategies—and Korn/Ferry is the firm to help them achieve that synergy.

What are some of the most pressing business issues on the minds of clients in your regions?

Charles Tseng: Let me add that in Asia-Pacific, we’re seeing a high level of trust and collaborative activi­ ties among all three of our service lines. Teaming is key to providing excellent, in-depth service to our clients. Working together across service lines and geographies, we are able to deliver to clients in a way that was previously not possible. Our capabilities today are world-class, well beyond our competitors.

Charles : I agree with you,

K/F Community: Can you tell us more about the team approach as a competitive advantage?

Charles: Having a team approach, quite simply, allows us to tap into internal competencies, long-standing relationships, and cutting-edge technology in new and important ways.

The growth of the Firm and our diversified strategy has put greater tools into the hands of our consultants.

Bernard: When we are collaborative and open with each other, we are better able to deliver optimum results for our clients in a dynamic and complex world. Feedback from our teams also demonstrates that succeeding with colleagues on a diversified strategy is more rewarding than single-handedly pushing a single service. Consultants who are taking advantage of the huge array of internal talent we have within the Firm and working with their colleagues to bring services to clients are enjoying joint success.

K/F Community: What are some other benefits of the team approach?

Bernard and Bob. Let me add that, going forward, Search is the “tip of our spear” in our Talent Manage­ ment strategy. It leverages our toplevel relationships, which in turn opens the door for a broader and deeper client conversation about other services and solutions.

K/F Community: Let’s dig a little deeper into how your regions work. Can you give us examples of how you approach clients based on specific regional needs?

Charles: Because Asia/Pacific is made up of sub-regional aggregates, strong country-level enterprise collaboration is critical. As our clients contemplate the question “Why Korn/Ferry?” our message is that we know this market and have in-depth expertise to address a broad spectrum of talent issues.

Bernard: What we’re seeing in the UK and across Europe is a significant focus on corporate governance and diversity in the boardroom. A series of high-profile governance failures across the region—and not just in the financial services sector— has led to a wave of comments in the press about the need for better governance and changes in the old, traditional ways of making board appointments and board activity.

In response, we are taking a major approach to European boards and making good progress. This allows us to develop relationships at higher levels, which then cascade down into executive search and LTC.

Bob: Now more than ever, the world of business is moving toward big data manipulation—measurement and assessment in all functional areas, led by marketing and finance. We have a business opportunity to capitalize on these current trends and apply world-class measurement, assessment, and data-mining to the talent management/human resources function. We are the only firm with this capability. Our unique competitive advantages globally as well as regionally with local perspectives and expertise will help us address our clients’ needs in meaningful ways.

Charles: Another thing to consider is that growth, especially today, is a challenge for many clients. Companies need to find, develop, and retain the right talent to support their business models and to drive and execute strategic plans and decisions. The scope and needs of the business plan will drive the type of leaders that companies need now and into the future.

They are looking for leaders, along with a strong bench of talent, to set strategic direction and then execute plans in support of their priorities.

Bernard: I would add that businesses today are faced with considerable challenges. In addition to growth, as Charles noted, they are concerned with building sustainable business models, managing commercial and political uncertainty, dealing with anti-business sentiment, attracting the best talent, driving diversity, setting long-term strategies, determining the type of leaders they will need tomorrow… At the same time, companies must retain a high degree of flexibility while determining strategic direction, remaining nimble, and managing change.

K/F Community: Thank you so much for sharing your thoughts and perspectives.

We look forward to more roundtable discussions in the future. n

The Korn/Ferry Community

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Korn/Ferry APAC ‘Smart Growth’ Inspires Leadership Development in Challenging Times

By Indranil Roy, Managing Director, Asia Pacific, LTC Asia Pacific LTC is using its “Smart Growth” research capabilities to help clients address their leadership needs, in spite of economic challenges in the region. As a result, several of our major clients now see leadership spend not as an expense item, but as an investment in spurring new growth in a rapidly decelerating market.

The Smart Growth strategy is our way of responding proactively to a pronounced shift in the economic climate. The past two years have seen significant headwinds for multinational and local companies alike, bringing down the underlying growth potential in the region from 8-10% to about 3-6%. While these growth rates are still higher than in other regions, companies and governments have been rethinking investments in areas such as leadership assessment and development.

Our Smart Growth research, however, has helped educate our clients on the benefits of addressing leadership during challenging times. A number of clients, including Cisco, Sony, Yokogawa, Ferrero, Philip Morris, Telstra, Genpact, Tata Consulting Services, Estee Lauder, Credit Suisse, Thomson Reuters, Philips Electronics, and others, have embraced Smart Growth to revitalize their efforts in leadership development.

Responding to our clients’ needs reminds us that we, too, need to remain ahead of the innovation curve with respect to leadership. Just like our clients in Asia,

our own business has to grow smarter. In order to do this, we have embarked on an ambitious plan to hire more strategic leaders onto our team, continue to build on our research and thought leadership, and enhance the capabilities of the team to solve the growth problem for clients.

Specifically, we have to change the way we think of ourselves as professionals in four areas: 1. From leadership assessors, trainers, and coaches to allies to the CEO to spur growth and success 2. From deep experts in human behavior to experts in creating business success through behavioral change 3. From a focus on building talent alone, to taking a team approach to solve business problems 4. From working on pre-defined projects, to becoming trusted advisors and the go-to people on talent Making these shifts will be the defining challenges for us in FY’14 and beyond.

Looking back, FY’13 was a challenging year in the Asia Pacific region, as we transitioned from smaller, more tactical engagements to broader, strategic, and complex large engagements with clients. The keys to making this transition included: having access to and understanding of the C-suite and its challenges; the ability to bring together multiple ideas and concepts for clients; close cooperation with Search early in the business development cycle; Asia-centric thought leadership that resonates with local CEOs and CHROs, and stronger consulting capabilities on the team.

We continue to develop all of these strategies mindfully in our key markets. This is beginning to yield significant results in the region and create the platform for growth. n

Senior Consultants in India Gather for EDGE 2 Program Senior consultants in India from Search, LTC, and Futurestep came together recently to attend the EDGE 2 program. Spearheaded by Charles Tseng, President, Asia Pacific; Mike Distefano, Chief Marketing Officer, and Ed Bransby-Zachary, Managing Director,

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The Korn/Ferry Community

Client Development and Global Client Strategy, the objective of the program is to deepen knowledge of Korn/Ferry’s multi-solution capabilities and increase consultants’ ability to articulate how these solutions address issues that are top-of-mind for C-level executives. Participants also gained insight in how a full-solution portfolio allows for a broader conversation with clients. In fact, the commitment to take personal responsibility for becoming “conversationally competent” in solutions selling is already being manifest in the conversations heard around the country.

Consultants also enjoyed light-hearted conversations with their regional colleagues over some great food at the dinner hosted by Navnit Singh, our India Office Managing Director. n

Futurestep Asia’s Growth Strategy

Korn/Ferry Regional Roundtable

By Tim Nelson, President, Futurestep Asia Pacific With ambitious growth targets for fiscal 2014, we at Futurestep Asia Pacific have been reorganizing our go-to market teams to drive 20%plus revenue growth. To meet that challenge, we are assembling a specialist business development team aligned to industry sectors. We are also adding new hires in India and Singapore and realigning roles in Australia/New Zealand and China to ensure we have a world-class consultative sales team in front of our customers at all times.

Even though the team is not yet complete, the increased focus, sector alignment, activity, and client engagement have resulted in a threefold increase in our pipeline over the past six months. This team build has coincided with the rollout of Edge training to put more tools in the hands of our consultants, and I can already see the benefits of the learning in client meetings and workshops. I am particularly pleased with the progress we are making in India and China, where we have recently landed large RPO deals solely originated in the local market. We believe the appetite for RPO in these markets will only increase.

In parallel with our sales team development, we have been working closely

with the wider global team to focus on operational excellence and service innovation. Sue Campbell, vice president of Client Solutions, is APAC’s representative on the Global Operations team led by Futurestep North America President Bill Sebra. We look to align our best practices, tools, and technologies to support existing opportunities.

Another significant development is we are taking the lead on re-engineering how we recruit talent for Futurestep. We are launching a talent community internally for recruiters as we embark on our journey toward our own internal RPO. We congratulate all who are moving into new roles and those being promoted into bigger roles. We are especially proud of our ability to develop talent in APAC and export that talent to support our business around the world.

Client Spotlight:

Partnering to Meet APAC Clients’ Needs Consider what we did recently for Thomson-Reuters in our region. Search work in China led to an enterprise account relationship developed from Sydney, which then led to LTC work in India and China. This is what it means to partner—within the Firm and with our clients—to remain highly relevant. We have deep knowledge of our local markets, and have the focused expertise to address our clients’ talent issues. n

Finally, I am confident that Forte will enable richer development conversations and establish clear career paths and development plans for our colleagues.

Our growth targets for FY’14 are ambitious, but with the right people and strategies in place, we will be better able to pursue our goals. n

Global Diversity and Inclusion Snapshot This snapshot highlights a few current events and trends impacting diversity and inclusion around the globe. While often thought to be a Western or US-centric concept anchored in race and ethnicity, diversity and inclusion trends around the globe include the advancement of women; work/ life integration; generations; GLBT; religion; employee performance, engagement, retention, innovation; cultural dexterity; and more.

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Korn/Ferry EMEA Team Korn/Ferry to ‘Go the Distance’ in Swiss Cycling Race Korn/Ferry colleagues are no strangers to “going the distance.” Now, a team put together by our Swiss office is practicing that axiom of excellence literally in the TORTOUR, the first nonstop, multi-day bicycle

race in Switzerland. This long-distance race, which attracts professionals and amateurs, teams and solo bikers, presents a formidable challenge for racers and their supporting teams.

facturing, Industrial; Ben Ramsden, Research Associate, Life Sciences and Human Resources; Birgit Schranz, Administrative Office Manager; Stefan Steger, Office Managing Director, Switzerland, SCP Industrial; and Florian Wagner, Senior Consultant, LTC. TORTOUR requires serious preparation, logistics planning, endurance, and technique—all of which make it a great team building exercise. Just as in the work we do for our clients, in the TORTOUR having a strong team will be a real competitive advantage. Supporting the K/F cyclists are: Ashley Mills and Philipp Roden, team bosses; drivers Gabriela Friedlos, Oda Ellingsgaard, Ludger Schwinn, Peter Heuschen, Patric Lenherr and Alice Labadie (nonK/F); and Sophie Steger, physio/medical support.

TORTOUR will be held August 15-18, starting and finishing at Neuhausen am Rheinfall, Switzerland, and covering 1,000 kilometers and 14,500 meters of alti­tude difference. Team Korn/Ferry will be among 130 teams, 450 athletes supporters.

Riders from the Korn/ Ferry corporate team are Simon Hankey, SCP, Head of Legal, Risk & Compliance, EMEA; Ken Rose, SCP, Global Sector Leader, Diversified Manu-

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The Korn/Ferry Community

Also motivating the K/F TORTOUR team is raising money for the World Wildlife Fund and its WWF European Alpine Programme (EALP) to help preserve Alpine nature from the effects of urbani­ zation and climate change.

Here’s to the K/F TORTOUR cyclists and supporters as they pre­pare to race! For more information about the race and to show your support for Team Korn/Ferry, please visit www.tortour.com. n

Korn/Ferry Regional Roundtable

Three-Fold Global Strategy

Futurestep EMEA to Roll out ‘Induction Program’

By Richard Shea, Managing Director, EMEA Search Futurestep EMEA has embraced the three pillars for growing the business globally, with its own spin on strategies for developing people, driving revenues, and achieving operational excellence.

Developing people has always been the key to achieving our business objectives, as evidenced by our early adoption of both Forte and Success Factors. Now, in the second quarter of FY’14, we will begin rolling out an “induction program” for new employees.

The objective is to provide knowledge and tools to those joining the Firm, and to assign them mentors across services lines. Our hope is that the experience will allow new joiners to come up to speed quickly and make an impact on the business.

In keeping with EMEA’s new structure, moving away from the previous country model and now organized

Information at your fingertips

around five core sectors with sector leaders across the region, we are developing people to become sector-specific experts within their chosen fields. Along with sector workshops and training sessions, we have developed client strategy meetings with all service lines, including our new colleagues from LTC. Driving revenues is another major focus, bringing together several initiatives. In addition to changes in our fee structure, we are using Foresight to increase regional capacity and productivity. We are also developing the EMEA research bench to increase our capability and increase speed on delivery of client solutions, while never compromising quality.

Within the Solutions business, we are concentrating on driving bigger, longer-term RPO engagements in niche

sectors. Making our offerings to clients even more robust, all our Futurestep EMEA business lines work closely with LTC. For the third pillar, operational excellence, our efforts are focused on improving the quality and timely delivery of services to clients, which we are measuring by placing a renewed emphasis on the Power of 25.

We have committed to achieving 90% completion on every assignment in the region.

In addition, we are committed to working closely with LTC to promote the tools they bring to the Firm. In the coming months, we will investigate how to embed these solutions in our RPO 3.0 as well as our Search process.

Overall, by aligning with the three core pillars of global strategies, we look forward to another solid year in Futurestep EMEA. n

Client Spotlight:

Integrated Solutions Strategy Creating Wins in EMEA Korn/Ferry is better equipped than ever before to unify our clients’ talent strategies with their business strategies. Our approach is creating wins in EMEA. Here are some recent examples of how we’re bringing together integrated solutions to meet our clients’ needs: • A fter completing a senior-level placement (corporate affairs director and member of the executive committee) for BASE, the Belgian business unit of the Dutch KPN Group (telecom sector), we’re now in the process of building an internal competency model to address the client’s needs for an improved performance evaluation system and succession planning.

In cooperation with Terry Enlow, Account Executive, Lominger, we’re now building a Lominger-based solution with a solid set of defined competencies to be measured, and designing a system to evaluate performance consistently for annual appraisals and succession planning.

• I n the Nordic region, we are under­ taking succession planning for OBOS, the large cooperative building association. An environment study, CEO job description, and employee assessments have begun, which will be followed by reports to the CEO and chairman of the board. Over the next two to three years, follow-up and development of employees, identifying external benchmarks, and possibly a full CEO search are expected. n

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Korn/Ferry AMERICAS Putting “Many to One” Into Practice at LTC

By Lewis Rusen, North America President, Leadership and Talent Consulting A phrase expressed with increasing frequency within our Firm—“From Many to One”— has become a strategic pillar driving the global Leadership and Talent Consulting (LTC) business. Amidst enormous change in FY’13, LTC stayed focused on client development, and with Firm-wide support, integrated the many businesses, solutions and operational models to create an expanded set of capabilities.

Activities underway in the North American region to support and accelerate the Many to One strategy are: • Joint engagement pursuits: Collaboration has allowed us to ramp up joint business development and engagement pursuits. Additionally, LTC’s existing Business Development Center of Excellence and that of PDI Ninth House—both responsible for case studies, custom graphics, proofing and editing services, and proposal and pitch deck development—have shared best practices and generated new streamlined templates to support large and complex opportunities.

• Operational integration: Although full integration will take time, LTC is actively blending teams and creating opportunities to bring forward the best combined thinking on how to leverage resource planning and engagement staffing, program and project management, and instructional design, among others.

• Training and sales enablement: Educating the sales force about new capabilities available to the Firm has been a top priority. The Integration Training Team leveraged a “Know It, Sell It, Deliver It” training model to meet the varied needs of colleagues throughout the organization. Several robust initiatives were launched in Q4 to accelerate

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business development for the Firm, and included self-paced learning or virtual training options as well as live training sessions from SMEs and a North America Sales Meeting.

One particular program to note in addition to the Edge 2.0 Trainings is the JumpStart webinar series that was launched for LTC’s sales professionals and Korn/Ferry’s strategic account leaders. These sessions highlighted the biggest revenue generating solutions from each legacy organization and were structured to emphasize how each solution solved a client business issue or leadership challenge as well as to identify the components of the solution, what it does and how it links to other solutions.

• Recruiting: Several major recruiting efforts are underway to back-stop Korn/ Ferry’s growth strategy and ensure there are enough sales and consulting/delivery resources to support client demand.

Joint teams are working to reconcile and align recruitment plans that existed prior to Korn/Ferry’s expansion, to calibrate the roles we have and need, and to identify candidate and interview candidate pools, leveraging the Korn/Ferry Advantage.

• Solutions integration: All intellectual property has been inventoried by teams tasked with rationalizing the comprehensive set of research-based tools and methodologies from all legacy organizations to bring the best to our clients.

These activities are a few examples of what we are doing to help create a solid foundation to support and accelerate Korn/Ferry’s growth goals. It takes a great amount of resilience to balance client work with internal alignment work, but I am confident this thoughtfulness will set Korn/Ferry apart in the long run. n

Aligning Behind a Growth Agenda

By Bill Sebra, President, Futurestep North America Futurestep North America, in support of the global three-fold strategy of driving revenue, operational excellence, and developing people, is aligning its best practices, tools, and tech­ nologies to deliver on our aggressive growth initiative.

With a focus on supporting large-scale, global outsourcing opportunities, Futurestep has established a Global Operations Organization. This new organization, with representation from every region, will leverage our success and experiences at global accounts such as Cummings, Nike, Treasury Wine Estates, and Itron to develop best-in-class systems, pro­ cesses and sourcing strategies to increase productivity worldwide.

Given that 65% of all global RPO initiatives start in North America, it was a logical step for me to establish this new organization while still running the North American business. In support of this change, Trish Healy has moved into the role of VP of Global Solutions to take full advantage of her global delivery skills and experience. Additionally, Wendy Wick has been tapped to lead our Service Management Centers worldwide. This centralized approach to operations will ensure that we position ourselves properly to compete in the global marketplace.

The road ahead requires that we continually examine our current processes, tools, and techniques, and naturally evaluate new ones. By leveraging world-class teams we will elevate our brand and see our business grow. n

LTC’s GreatLeaderGPS™ Develops High-Performance Mid-Level Leaders Strategy is set at the top of organizations, but mid-level leaders are ultimately responsible for executing it. Unfortunately, only about half of mid-level leaders are perceived as being up to the task. To address this important talent development need, LTC has launched GreatLeader­ GPS,™ an online and live virtual assessment solution that can be accessed by candidates anytime, anywhere to drive development and decision-making.

To learn more about GreatLeader­GPS, we asked R.J. Heckman, president, Korn/Ferry’s leadership and talent consulting; Stu Crandell, senior vice president; Mike Lehman, principal consultant; Kent Kniebel, offering development manager; and Christina Yeater, GreatLeaderGPS implementations project manager, of LTC to explain the benefits of this assessment-based system and how it’s making a difference at the mid-level among our clients.

Q: What drives the need for GreatLeaderGPS? LTC: More than ever companies are looking for ways to accelerate the development and readiness of mid-level leaders who are the most responsible for driving execution. This is a huge population— there may be thousands of mid-level leaders in a large corporation. And yet, it has been underserved by traditional talent development models because of the cost involved to conduct in-depth assessments. GreatLeaderGPS provides an online and live virtual simulation-based assessment process that is scalable and cost-effective, with no travel required.

Q: Tell us more about how GreatLeaderGPS works.

LTC: GreatLeaderGPS has two parts— first, self-paced online events and, second, scheduled live virtual events. The online portion includes a multi-stage business simulation built around a fictitious company as well as a self-assessment instrument. The live virtual sessions require the addition of a webcam and feature one or more assessment consultants from

LTC who play the role of various stakeholders in the fictitious company and meet virtually with the candidate on a variety of issues critical for mid-level leaders to handle. The live sessions conclude with an expert coach from LTC who works with the indi­vidual on a personalized report and development plan. GreatLeaderGPS examines a person’s current state and then puts him or her into challenging situations essential for mid-level leader success—or, stated another way, it shows not only what mid-level leaders can do but what they will do. GreatLeader­GPS allows companies to develop and promote the right people, creating a strong talent pool of mid-level leaders to meet current and future talent needs.

Korn/Ferry Regional Roundtable Client Spotlight:

Capabilities and Relationships Korn/Ferry’s evolving capabilities, with cutting-edge tools and solutions coupled with long-standing relationships, make for a strong competitive advantage. Take the example of Johnson & Johnson, which has an 18-plus-year relationship with the Firm, with more than 400 executive placements globally—cross region and cross sector—including more than 61 HR placements worldwide.

More than 40 consultants worldwide work on J&J assignments every year. The company also has partnerships with LTC, which has 75-80 consultants working with the Q: Describe the other important client. Working together as one features of GreatLeader­GPS. Firm, we bring a wealth of services to this valued client. For example, LTC: This research-backed, wholein 2013, LTC was selected as J&J’s person approach takes into account the sole provider of assessment serperson’s experiences, competencies, vices worldwide and, to date, has personality traits, motivators, and possible conducted 40 assessments with derailers—each of which is assessed another 150 to 200 planned for the to identify and address leadership gaps balance of the calendar year. LTC and determine readiness. Immediately will also conduct assessments for after the assessment is all VP2-VP4 completed, live online roles globWhat Clients Say coaching delivers a ally, which ™ GreatLeaderGPS comprehensive develis inclusive “GreatLeaderGPS provides a full of approxiopment plan for that picture of skills, experiences and mately 480 individual. Our expecapabilities to open an ongoing key posirienced coaches from dialogue between managers and tions. In across the globe ensure their leaders around what they addition, cultural relevancy for all can do to accelerate development LTC is a actions and focus.” participants. In addikey partner tion, an action report for

– A lice Pickens to J&J in the Arrow, North American bosses and a leaderdesign and Talent Development Manager ship talent analysis developreport for HR can be ment of integrated. The result is improved leadermany of its fundamental leadership analytics to make better decisions ship development programs, and is a preferred provider of global about mid-level talent, including developcoaching services. n ment of a higher-quality succession pool for senior roles. n

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Mississippi, Minnehaha, Minnetonka, Mary Tyler Moore, and Mall of America must mean Minneapolis!

As our newsletter City Guide series continues, we make a stop at Korn/Ferry’s largest office.

Monte Carlo Korn/Ferry Minneapolis

Target Field

First Avenue Theatre Nicolett Mall

Al’s

As a Firm, we should be proud of the new business and exciting initiatives

St Anthony Falls

Murrays

Stone Arch Bridge

Prohibition Bar

The Guthrie Theatre

that are underway. We continue to demonstrate our ability to drive the Firm’s diversified solutions and expand our dialogue around integrated talent management.

In an ongoing series K/F Community spotlights some of the great engagements that we have recently aced.

On the Move in Minneapolis v To Lake

Minneapolis Sculpture Garden

Minnetonka

To St Paul and Como Park Zoo k

College of the Arts Midtown Greenway

Lake Harriett Bandshell

St Paul State Capitol Matt’s: Home of the Jucy Lucy

Fitzgerald Theatre

Minehaha falls • Morning: Al’s Breakfast in Dinkytown is a tight squeeze, but the food is worth the wait for one of the eight tables in this infamously tiny diner.

•M ust See: Take the Stone Arch Bridge across the Mississippi at Saint Anthony Falls. Stop in the Guthrie Theater (open to the public) for great views.

Visit the Minneapolis Institute of Arts. Take your picture with the Mary Tyler Moore statue at the Nicollet Mall. Be one of the 40 million visitors each year to the Mall of America.

•M unch for Lunch: A Jucy Lucy burger (a city favorite)— a cheeseburger with the cheese on the inside.

(Fine dining later at Monte Carlo or Murray’s.)

•M ust Do: Stroll the Minneapolis Sculpture Garden. Bike, hike, or rollerblade around one of Minneapolis’ beautiful lakes. Catch a Twins game at Target Field (not a bad seat in the stadium).

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• Meander to St. Paul for a stroll on Capitol Hill, or catch a live production at Minnesota Public Radio’s Fitzgerald Theatre, home of Garrison Keillor’s “Prairie Home Companion.” Kid-friendly fun is to be had at the Science Museum and the Como Park Zoo and Conservatory.

• Move Beyond the Urban: Escape to Minnehaha Falls, explore Midtown Greenway’s six miles of biking/ walking paths through the city, or immerse yourself in the beauty of Lake Minnetonka.

• Moonlight Refresher: Pop in for a late night drink at The Prohibition Bar on the 27th floor of W Minne­apolis–The Foshay, modeled after the Washington Monument.

mall of America

The Mall of America

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Corporate Continued from page 1

Their reaction is natural,

And so I left them with a

The larger reflection in the

and probably to be expected.

challenge as they head out into

mirror, however, shows a

They are entering a world of

the workforce: “Look up, look

Korn/Ferry that is the world’s

change. A business environment

around and look out for others.”

preeminent leadership and talent

that, while offering unprece­ dented opportunity, still casts a long shadow of challenge and uncertainty.

My message

those who have gone above the expected to further the mission

consulting organization, a Korn/Ferry of Many to One. Although it’s only natural to

and purpose of our Firm. The

look at things through the lens

Founders Awards celebrate

of familiar categories—the dif-

and recognize anyone in our

ferent places from which we’ve

to these moti-

Firm who journeys beyond—

come, or our affiliation with

vated students

living our values, our strategy—

certain offices, regions, practice

was simple: Start

in the pursuit of the extraor­

areas, functional areas or lines

with the person in

dinary, whether for candidates,

of business—we are headed to

the mirror; make

clients or colleagues. When I

the same destination.

a difference and

consider what our award

success will follow.

recipients have accomplished,

During their lives,

I am truly humbled and

they will have the

honored to call them

opportunity to

colleagues.

make personal contact with an estimated 100,000 people. This generation is digitally connected like we have never seen before, but unfortunately, they are on pace to spend two years of their valuable lives using a smartphone—staring at that screen.

Making a difference can’t be done virtually. It is person-toperson, and when and where it is most effective, both parties are changed.

In this newsletter, we honor

And, like that graduating class, at Korn/Ferry we have an obligation to make a difference, to change the lives of the clients we diligently serve.

While we highlight indivi­dual accomplishment, we look beyond a singular image in

Inside!

Today’s Korn/Ferry

the mirror as we contemplate the broader portrait of who we are and what we stand for.

Today, the rearview

Individually our scope will be limited, but collectively we become a harmonious mosaic. As One,

mirror shows we have come

we soar and inspire—as One,

from many places—in fact, one

we don’t simply react to change,

colleague in five is new to

we create it. Although we are

Korn/Ferry over the past 12

many, our strength and power

months, thanks largely to strate-

to make a difference is in

gic acquisitions such as Global

being One. n

Novations and PDI Ninth House.

12

The Korn/Ferry Community

13

The Korn/Ferry Community

Corporate LTC: Positioning for Our Future

Futurestep—Developing the Team, Driving Operational Excellence and Growing Revenues In late May, more than 700 members of the Futurestep global team received an email inviting them to use Forte, our newest online offering designed to improve employee engagement, assessment and development, and retention. Four days later (on the heels of a major U.S. holiday and a U.K. bank holiday) 256 people—well more than one-third of the total— had signed up, established a profile, and begun using Forte, a cutting-edge and technologically flexible tool that is also being rolled out to clients.

This incredibly quick and positive response is a strong endorsement of our three-fold strategy to develop the team, drive operational excellence, and grow revenue.

Develop the Team The Future­step initiative begins with further development of the competencies of our

By Byrne Mulrooney, CEO, Futurestep

team, with individualized, assessment-based plans that identify strengths, target areas of development, and put in place action steps.

By the start of Q2, it’s anticipated that the entire organi­zation will have taken self-assess­ ments, re­ceived manager feedback, and gained deeper understanding of the key competencies they need for greater success.

Drive Operational Excellence As the Firm’s IP deepens and broadens, Futurestep is driving operational excellence across the global team by leveraging the leadership development and talent management content available to us. Specifically, we are incorporating offerings from LTC. LTC’s comprehensive suite of assessment and management solutions enhance and expand

existing content from Lominger, with its particular strengths around identifying competencies and career motivation.

Reflecting our “One Firm” strategy, we can bring together world-class content in the talent management space that exceeds the capabilities of our competitors. This allows us to broaden the client conversation from recruiting to onboarding, performance management, talent development, and succession planning.

Growing Revenue Rounding out our growth strategy, we are expanding our global sales organization under the leadership of Jeanne MacDonald. Specifically, we are adding people in key locations around the world to ensure that we have the right team in place to address the needs of clients and prospective clients, with in-depth understanding of local markets.

We are also enhancing sales activities by devising new

By RJ Heckmann, President, LTC

ways to articulate the value proposition, including metrics that show the quality of hire, the cost per hire and the time to fill, segmented in vari­ous workforce areas. This will enable our team to demonstrate the advantage of using Futurestep, including the savings in opportunity costs for clients who utilize our services instead of undertaking talent recruitment and development themselves. Our goal is to stimulate provocative conversations that underscore the value of Futurestep and our Firm-wide strengths in talent acquisition and development.

What Does Innovation Really Mean?

Futurestep recently asked these questions in a global survey of more than 800 recruitment and talent management professionals and 4,000 employees, to examine innovative approaches at each stage of the employee life­cycle—recruitment, engagement and development— from the perspective of recruitment and

talent managers and also employees.

The resulting Innovation Imperative study uncovered that nearly half of employees say they are “likely” to look for another role if innovation fails to materialize within a specific timeframe. Employers have a window of just six months to deliver on innovative ways to engage and develop their people, according to the majority. A further four in ten

In this environment, the top 20 percent—the elite talent—are in high demand. Complicating this dynamic is the fact that the world has grown smaller, technology is disrupting the norm, and we are all competing for the same talent irrespective of industry or geography.

Recognizing this, Korn/Ferry transformed its business, rapidly establishing a new model for talent management that helps global organizations navigate complexity.

It’s hard to imagine, that just eight years ago, our diversified offering journey began with the introduction of executive coaching and a few integrated services.

Our practice at the time was known as LDS (Leadership Development Solutions) and generated $13 million of annual revenue, representing a mere 2.5% of the Firm’s total fee revenue, with 75 colleagues worldwide. Today, LTC has grown through seven acquisitions, closed out FY’13 with a $240 million annual run rate, and operates with 900 colleagues worldwide.

As with any initiative or solution, the quality and commitment of people matters the most. This brings us back to our starting point and the ongoing development of internal talent using Forte. We believe our strategy will pay dividends in terms of greater compe­ tency, excitement, and commitment to excellence. n

Futurestep Survey:

The need to “be inno­ va­tive” dominates many conversations in the talent industry and beyond. Some even see innovation as a turnaround tool for the global econ­omy. But what does innovation really mean? And how key is it for HR and talent management professionals looking to give their company edge?

When we look at today’s landscape, it is clear that the War for Talent has shifted. Most organizations are doing more with less, creating an environment that requires leaders to be visionary and innovative, yet agile and action oriented.

confirmed that “phantom innovation” would make them feel negatively about the brand as a whole.

Citing Apple, Google, Coca-Cola and Facebook as their “innovation idols,” workers worldwide say they want to see innovation from day one—and they’re ready and willing to give back. See the website for full survey results. n

The Korn/Ferry Community

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While Korn/Ferry’s brand permission continues to grow and much has been accomplished amidst this slow-growth and fast-change era, our final destination has not yet been achieved. To capitalize on this stage of growth and continue providing superior value for our clients, we must shift “From Many to One.”

Your clients can’t predict their future. But you can help them predict their Future Leaders.

A sneak peek into the Learning Agility Architect™

“Learning Agility allows us to focus on what matters most when it comes to development and matching talent to specific opportunities, new roles, or projects.”

– Sandra Stenico, Senior Vice President, Human Resources, Mondelez International, and a Korn/Ferry customer

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The Korn/Ferry Community

Many recent client wins illustrate the combined impact of the Firm’s expanded offerings, including Phillips 66, Deloitte, Estée Lauder, Sanvik Group, Otsuka, and Coca Cola Hellenic among others (refer to Leader Board on page 11 for more information). The opportunity to win in the marketplace when we partner with the best integrated teams is endless.

Although LTC has has devoted significant efforts to thoughtful integration of the firm’s expanded assets, intellectual property, and infrastructure throughout the years, the business is not yet legacy agnostic. This presents a major growth opportunity for LTC—to honor where each of us came from without allowing it to anchor us down. While understanding historical origins and respecting legacy cultures is a necessary part of growth and integration, so is creating space for the new and different.

Moving forward, LTC will focus and strengthen its go-to-market model as follows: • LTC Leadership Structure: While maintaining a leadership structure organized by region, there are now territory leaders, and sales and client delivery teams who collectively report to geography leaders: Lewis Rusen (North America), Bernard ZenRuffinen (EMEA), Indranil Roy (APAC), and Alex Fialho (LATAM). To ensure the quality, consistency, and predictability of our service delivery across the globe, new executive leaders and teams were also formed, including: Global Client Services (Karin Lucas), Global

One of an organization’s most critical assets is high potential talent. Help your customers find them, develop them and retain them with Learning Agility Architect.™ Learning Agility is the leading predictor of leadership success today and now you can share this cutting-edge, scientifically proven leadership solution with your clients and help them: • A ccurately identify high potential talent and develop future leaders • Increase retention and improve succession planning • Achieve business goals more quickly and efficiently With Learning Agility Architect, positioning your clients for success has never been easier, faster or more precise. Learning Agility Architect is a complete solution for identifying and developing leaders that will deliver on business strategies.

Sales Operations (Stuart Kaplan), Global Products (Chuck Feltz), the Client Technology Group (James Sharpe), and the Global Solutions Group (David Grant).

• Account Planning and Management: A list of the Firm’s top 500 clients was created through a joint account mapping and planning process with OMDs and local offices spanning all lines of business. A designated lead for each account provides a seamless experience for the clients by allowing us to leverage historical account knowledge and assemble Korn/Ferry’s most knowledgeable teams for each new opportunity, from the beginning.

• Sales Enablement: LTC focused a great deal of early integration on training and sales enablement. The Global Sales Operations (GSO) team delivered 28 “Jump Start” sales training sessions to more than 1,000 colleagues, with subject matter experts, covering fourteen solutions. In addition, a two-day North America Sales Conference was spearheaded by the GSO and Lewis Rusen to build a better understanding of the firm’s expanded solutions within LTC, Search and Futurestep. LTC also supported The Edge trainings delivered to colleagues worldwide.

• Solution Integration: LTC is continuing the delivery of legacy solutions in an uninterrupted way while simultaneously developing innovative, next-generation solutions.

• Resource Management: The Global Client Services (GCS) group is building a Resource Management function to align the right people with the right work to help sustain high levels of production, quality and team member engagement. This team blended qualifications databases and will leverage a new common repository for biographies on InsideKF to support sales and delivery.

Today’s companies are currently buying HR services piecemeal by virtue of the fact that there is no global, category leader.

While it is true we have competition in nearly every service category (Search, LTC, Future­ step), in aggregate, we are increasingly in a class by ourselves—as a true talent advisor.

We have a unique opportunity throughout Korn/Ferry to be that go-to firm for all of a company’s talent management needs by designing, building and attracting top talent at every level. n

HR Spotlight:

As the Firm’s Portfolio of Solutions Grows, So Do Career Path Opportunities As the Firm’s portfolio of talent development and management solutions expands and deepens, new career paths are opening within the Firm. In keeping with the “Many to One” alignment that increasingly defines our culture, professionals are finding exciting ways to explore new avenues to further their career growth within Korn/Ferry, while leveraging their existing skill sets and relationships.

Finding new opportunities to leverage their expertise recently led two seasoned Search executives, Greg Gerson (pictured at right, top) and Geddings Roche, (at right, below) to join Futurestep, where they are expanding into middlemarket opportunities.

“It’s an opportunity to move within the Firm and do something new that brings a little different perspective and exposure,” said Gerson, who is now Sector Leader, Life Sciences & Healthcare Services for Futurestep, after 11 years with Search. “It was a very attractive move for me to be part of the growth and excitement at Futurestep, while taking advantage of the existing relationships I had built within the Search practice. Now I am deepening those relationships and building new ones across the Firm.”

As a premier talent development and management company, Korn/Ferry knows well the importance of taking on new challenges that yield learning experiences. By moving from one practice area to another within the Firm, professionals are availing themselves of opportunities to demonstrate their learning agility and acquire new skills.

“My new position challenges me in a different way. For example, I’m focused more on leading and mentoring a team and supporting them in a way that hopefully allows them to deliver the best possible solution for the client. That’s exciting for me personally,” said Roche, who after 9 years with Search, is now a Sector Leader, Industrial Markets, for Futurestep.

For the Firm, such career moves are in the spirit of greater collaboration among practice areas, which is happening increasingly among Search, Futurestep, and LTC. “We see this as a win/win for the Firm and for our valued professionals. By exploring new career paths that lead to different parts of the Firm, our colleagues bring with them incredibly valuable expertise and relationships, which serves our clients well,” commented Linda Hyman, Executive Vice President, Global Human Resources. “And it is gratifying for all involved that valued colleagues can find new opportunities internally to deploy their talent, skills, and expertise.”

By encouraging such professional development moves, the Firm also benefits from the sharing of best practices from one practice area to another. For those looking to take their career paths in new directions with the objective of gaining new growth opportunities, they need look no further than within the Firm. As the breadth and depth of our business expands so do opportunities to leverage previous experiences and existing relationships in new and dynamic ways. n

The Korn/Ferry Community

17

1

1 Claire Lai (Shanghai ) visits India’s Udaipur City Palace. 2 Anne Gunderson (Waltham ) and Paul Dunlap at the Great Wall of China 3 Jai Adhinarayanan (Bangalore) visits the Taj Mahal. 4 Dave Eaton and friend at the Museu do Futebol in Sao Paolo. 5 L -R: Tom Hicks, Tom Rowe, Jorge Maluf, Wolfgang Schmidt-Soelch, Margaret Lee, Monica Agrawal, Michael Magsig, Rafael Gonzalez and Marc Letourneau in New York for the first Global Insurance Practice retreat. 6 Tian-Pouw Pun and Reza Ghazali (Kuala Lumpur) at the f lexiWorkLife Women’s Leadership Forum. 7 Our Istanbul office displays new artwork featuring the Firm’s corporate branding.

8 Bret Fishkind’s (Scottsdale) little girl, Bryn, poses as a “Future CEO Placement.” 9 Mitzi Jordan and James Snipe in our newly merged downtown Minneapolis office.

10 Bernadine Karunaratne (McLean) and Kim Shanahan (Northern Virginia) host an event in Washington D.C. for inf luential women 11 Madhav Sharan (Delhi) and his wife Anju Sharan hosted David Shabot (Philadelphia).

12 Peri Hansen and Chris Von Der Ahe (Los Angeles) promote the Firm’s “workplace heroes” campaign.

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PEOPLE CONNECTIONS

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The Korn/Ferry Community

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14

13 Nels Olson (Washington D.C.), Melanie Kusin (New York), and Steve Mader (Boston) ring the closing bell in NYC. 14 Rob Grandy speaks at the 28th Inauguration Ceremony of the Hong Kong Federation of Business Students (HKFBS). 15 The Bogata, Colombia office hosts a meeting of the Andean Region Financial Team. 16 George Bongiorno (San Francisco) and Rob Wagner (Los Angeles) playing golf in Oregon at the Credit Union Charity Golf Event. 17 Jed Hughes and Lisa Franek (Minneapolis) compare notes on the upcoming Vikings summer camp in our New York office. 18 María Funes, Ariel Pérez, Jeniffer Souza (Buenos Aires) visit our Chile office. 19 Gregor Fiabane (Miami) presents at the University of Tennessee’s Supply Chain Forum in Knoxville, TN. 20 Ed Mullen (Los Angeles) plays the piano at the Health Insights Conference for CEOs. 21 Jairo Okret (Sao Paulo) and his wife Vivien (standing at right) made a delicious dinner for the GTM team Brazil 22 Leonardo Lacruz (Caracas) at the Kuala Lumpur office with Azman Sulaiman and Reza Ghazali. 23 Gemma Caird, Laya Moslehi, Steve Nemany pictured in our Sydney, Australia office. 24 Drew Lipsher (New York) meets with our Chicago Research members Jeanine Amilowski (left) and Larissa Tosi (right).

15

For our August 2013 issue, we asked you to submit travel photos from visiting different Korn/Ferry offices, to speaking at conferences and attending other high-profile brand building events. Plus, some fun adventures along the way.

See how these “Road Warriors” traveled near and far with colleagues, friends and family.

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Simplifying What May Seem Complex As the world around us continues to change, one thing does not—your ability as a Korn/Ferry Talent Consultant to solve many of the talent issues that drive our client’s businesses. While being fully versed in our full suite of offerings may seem daunting, it doesn’t have to be. Watch Ed BransbyZachary talk about accessing the resources to help you have a broader conversation with your client, simplifying what may seem complex, and the exciting year ahead filled with many interesting things to talk to clients about. n

Starting FY’14 Off with a Considering important relationships to develop and which opportunities to cultivate are strategies your account teams can use to maintain momentum.

•F ollow up on action items from the account plan on a bi-monthly basis;

“We can help design the appropriate talent strategy aligned to your client’s business goals, unlike anyone else in the market.”

“When we serve clients as one Korn/Ferry we are unlike anything the world has ever seen. Only then do our clients and competitors see the full power of Korn/Ferry. We win when we are One.”

Ed Bransby-Zachary, Managing Director, Client Development & Global Client Strategy

Stuart Kaplan, Global Sales Operations Lead; Global Education Industry Lead, LTC

Talent Communities at Strategic Accounts Neil Griffiths, Global Practice Leader, Talent Communications and Employer Branding Practice

FOUND FROM BEST BRAND

Talent Communities fill the gap between what used to be talent pools, pipelines, or passive candidates and converts these into engaged, inspired and motivated individuals who are ready to start new roles in the near future. Aligning the timing of the executive and the need of the company is skillfully mastered in a KF Talent Community. Watch Neil Griffiths talk about where this new innovation is happening, what to listen for with your client, and how to start the conversation with your strategic account. A well run Talent Community can provide a strong pipeline of engaged talent ready for when roles become available. n

Whatever the strategy for your account team, keep the momentum, check in often, and keep trying to fit the pieces together with your client. n

A Client Services Partner of a KF PCP account walks into a room. With him is the President of Futurestep North America, an Expert Consultant, a Managing Director from LTC and another LTC expert in Diversity and Inclusion. The client says “Who are you?” and they say “Korn/Ferry.” The meeting focuses around a new business model for an executive talent pipeline management project and includes Futurestep’s Talent Communities process model as the main platform coupled with assessment considerations from LTC, diversity as part of one community’s scope, and the executive level of the roles being sought for the pipeline. This is just one example but there are many more where teams are coming together across Korn/Ferry and are bringing deeper expertise to clients to create strategies that will help them acquire better talent for the future growth of their business. n

Consumer Fonterra Nick Simcock Nestlé Dominique Virchaux

Financial Services American Express Alan Guarino & John Petzold

Did You Attend Driving Transformation: The Edge?

Please remember to keep us posted on your progress in using the whiteboard framework as well as sharing your real-life experiences.

• Client case studies illustrating how we partner with clients to address their talent issues;

Kimberly Clark Peter Uher

Nissan Motor Company Brad Marion

Kraft Foods Denise Klecka

Northrop Grumman Michael Hyter & Clarke Havener Panalpina Rafael Paravicini

LVMH Dominique Virchaux PepsiCo Tierney Remick

Raytheon Clarke Havener Rolls-Royce Giles Goschen SABIC Andy Talkington Saudi Aramco Jim Aslaksen Schneider Yannick Binvel

Westpac Graeme Bricknell & Robert Webster

Financial Services

SNC Lavalin Bob Sutton

Industrial

Lloyds Banking Group Jonathan Baines

Teck Resources Gordon Orlikow

Alstom Yannick Binvel

Capital One Eric Pikus

Tetrapak Mats-Ola Bydell

BHP Billiton Therese Doupe

London Stock Exchange Helen Griffith

United Technologies Nels Olson

ORICA Bruce Elliott

McGraw Hill Financial Alan Guarino & Kathy Woods

Volkswagen Martin Stemmler

Otsuka Ruchira Pathania Sanofi Gabriella Lauretti

Technology Apple Jeff Hocking Atos Philippe Décléty Deloitte Katharine Stowe Ericsson Per Tillman Hewlett-Packard Mike Mitchell Microsoft Carlos Gonzalez

• Access to Strategic Accounts intranet pages;

Samsung Sean Kim

• Access to KF agreements with clients;

SAP Christiane Sauer

• Answers and info for major client proposals;

Vodafone Simon Wiggins

…and if there’s anything you need that you don’t find there, please let us know – GCST@kornferry.com

Newmont Mining Michael O’Callaghan

UBS Wolfgang Schmidt-Soelch

• Best in class presentation material;

• Quick links to solutions and market pages!

InterContinental Hotels James Hyde

Target Jane Stevenson

Johnson & Johnson Emilie Petrone

----- Accessible via the Inside KF home page -----

Ingersoll Rand Kim Shanahan

PMI (Philip Morris International) Jacques Amey & BNY Mellon Serina Wong, Karin Barnick Ed Bransby-Zachary Starwood Hotels & Craig Stephenson & Resorts Citigroup Chris Von Der Ahe Jonathan Baines Swarovski RBS Ellie Filler Andrew Simpson

Life Sciences

The BD Hub!

Estée Lauder Pushp Gupta

Bank of America Rob Grandy

Sandvik (Inc Industrivärden) Mats-Ola Bydell

Did you know that everything you need for building client relationships and creative BD can be found easily on

Simply send an email to: learning.development @kornferry.com so we can learn from each other’s experiences.

The Korn/Ferry Community

PCPs

Rio Tinto Paul Turner

• Overview of our off limits commitments;

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FY’14 Premier Client Partnerships and Investment Accounts

Novartis Christoph la Garde

•H ave some short term or 30-day action plans that can work in tandem with the larger efforts you are working on; • Call team members personally to follow up and discuss progress made against specific action items they signed up for; • Share the monthly dashboard report for your Strategic Account with the whole team to keep everyone informed on progress to date against target set.

Where it is working!

Abbott Jim Crawford & Bob Ruh

Newedge Helen Griffith

Amgen Dennis Carey

XL Group Tom Rowe

Baxter Kathy Woods

Industrial

Becton Dickinson Rick Arons & Jeff Wierichs

AMCOR Therese Doupe

Merck KGaA Berit Bretthauer & Greg Button

Arcelor Mittal Christophe Vandoorne

Roche Ludger Schwinn

BAE Systems Clarke Havener

Takeda Patrick Mooney

Boeing Clarke Havener

Xavier Segrestin Pascal Gibert

Bombardier Nicolas Bilodeau

Technology

Bruce Power Lewis Rusen

BCG Gus Zangrilli

Caterpillar Ilene Gochman

Cisco Jeff Hocking

Clariant Jim Aslaksen

Computer Sciences Corporation Rob McHale

Cummins Bill Sebra

Flextronics George Bongiorno

Delphi Brad Marion

Google Scott Coleman

DSM Andy Talkington

KPMG Craig Dunlevie

DuPont Jim Aslaksen

McKinsey Tim Wiseman

EADS Clarke Havener Faurecia Yannick Binvel

Consumer

General Motors Brad Marion

Avon Jane Stevenson

Life Sciences

Metlife Alan Guarino & Scott Stevenson

Investment Accounts Aryzta Chris Von Der Ahe

Siemens Steffen Graeff

Ooredoo Adrian Sims Solera Chris Cantarella Sony

Gerdau Alexandre Fiahlo

Tony Rossano &

Masaaki Kaburagi

Hess Richard Preng

Tata Group Navnit Singh

For the full list of Strategic Accounts visit the BD Hub or Strategic Account pages on InsideKF. The Korn/Ferry Community

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Global Marketing Briefings Debrief:

Behind the Scenes with Mick Fleetwood Recording sessions and tour dates aren’t usual concerns for the typical CEO. Yet for some, they are part of doing business—that is, in the business of rock ‘n’ roll, the topic of our next issue of Briefings. Our own Mike Distefano and Briefings Editor-inChief Joel Kurtzman sat down with Mick Fleetwood, British drummer and founding member of the Grammy Award-winning blues/rock-and-roll band Fleetwood Mac, at Sony Studios to discuss professional longevity—and the leadership focus that makes music no different than any other industry: It’s all about the people.

K/F Community brings you behind the scenes:

Briefings: The average lifespan of a publicly held company CEO is less than five years. You, however, have been the Chief Executive of Fleetwood Mac for quite a bit longer.

What is the secret to your success?

Social Media Corner Across our family of brands and between Facebook, LinkedIn, Twitter and YouTube, Korn/Ferry has more than 65,000 followers/subscribers/fans.

Our broadcast media clips and Korn/Ferry Institute videos have been viewed nearly 27,000 times on YouTube.

This is a great resource for us and we encourage all of you to help continue to build our online presence—if you haven’t already, we encourage you to join the conversation and follow us through one or more of these channels:

Korn/Ferry International: @korn_ferry Futurestep: @futurestep Lominger: @lominger

a a a a a a a a

Mick: The secret ingredient is that our fans are involved with us as people. They became vested in our journey, through every incarnation of our band. For this reason, we never gave up.

Briefings: How do you prepare for your shows? Is every performance different?

Mick: We very much like to live in the moment. That’s the charm of Fleetwood Mac. It’s like a golf stroke—the same movement, with a different club. Nonetheless, you must never lose control. The real magic unfolds when you follow your instinct.

Briefings: What does listening mean to you?

Mick: On a stage and in real life, you have to be vulnerable, but don’t become overprotective of being vulnerable. Then you can lose the plot. We learned from the early days of Fleetwood Mac that all of our decisions were made by listening.

Briefings: As the leader of the band, can you categorize some methods you used to keep the chain from breaking?

Mick: It was worth protecting, sometimes against hopeless odds. Though, I would have to change my management style at times for different individuals, I always had a huge love for what we were doing. And I think everyone knew that. There really wasn’t a single method I used, but I can tell you that adding the “we” word is how I got things done.

Briefings: When did you reach that aha moment? That moment you realized you are a rock-and-roll drummer in one of the most successful bands?

Mick: Strangely enough when it was all happening, I never really thought about it. I do now. I’m sort of frightened still I think.

And I rely on that to keep me from becoming jaded. n

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The Korn/Ferry Community

What is a QR code?

A QR code consists of black modules (square dots) arranged in a square grid on a white background, which can be read by the camera on any smartphone device (iPhone, blackberry). Here’s how it works: Step One: Download NeoReader. NeoReader is a FREE barcode scanning application that transforms your mobile phone into a barcode scanner and allows you to access mobile web content by scanning codes from print ads, publication, packaging, billboards, retail display, broadcast media, or any other medium.

Step Two: Once installed, use the NeoReader app to scan the barcode with your smartphone. The content is delivered to your phone. No typing URLs into your browser, no painful search engines, no cumbersome menu’s to navigate! Try it with one of our QR codes featured throughout this issue of Korn/Ferry Community. n

August 2013 Published by Korn/Ferry International 1900 Avenue of the Stars Suite 2600 Los Angeles, CA 90067 310.552.1834

Send comments, suggestions and story ideas to: Stacy Levyn, Aimee McManus, Lisa Franek global.marketing@kornferry.com