Leading Design Thinking

SummerConference Meeting Edition Edition

WWW.MYCALIBR.COM FALLSummer 2013 2018ISSUE

Dmitri Stockton Dan Heath Bernard Tyson President and CEO Keynote Speaker and Chief Executive Officer GE Asset Management Best Selling Author Kaiser Permanente

Source: https://dschool.stanford.edu/ and iStockphoto Leading Design Thinking

MESSAGE FROM THE PRESIDENT...... 3 USING DESIGN THINKING TO LEAD THE LAW FIRM OF THE FUTURE ...... 9

WHY LEAN IS NOT JUST FOR STARTUPS ...... 4 NEW MEMBER SNAPSHOT...... 13 Traci M. Dunn Hy Pomerance Judge Glenda Hatchett UNLOCKINGN.A. Inclusion THE POWER & Diversity OF DIGITAL Lead . . . . .Chief . . .Human. 5 ResourcesREADING Officer TO LEAD . . .Television . . . . Personality. . . . . and . . 15 Accenture New York Life Former Juvenile Court Judge SUMMER 2018 EDITION TABLE OF CONTENTS

PROGRAM MANAGEMENT PARTNER AND COMMUNICATIONS COMMITTEE Message From The President...... 3 URBANOMICS CONSULTING GROUP

DAVID GREENE Chief Program Officer Why LEAN is Not Just for Startups...... 4

ERIC WINGO Program Manager INDUSTRY X.0: Combine And Conquer: Unlocking the Power of Digital...... 7 OFFICERS PRESIDENT Using Design Thinking to Lead the Law Firm of the Future...... 9 Monique Jefferson Head of HR Business Services - Americas and Global IT HR Business Partner Hogan Lovells New Member Snapshot ...... 13

VICE PRESIDENT Tim Foy Chief Strategy Officer Reading To Lead: Grow Your Leadership Skills By Making Time to Read...... 15 NEXTGAMETIME Sports Marketing

TREASURER CALIBR Profile: Dennis Deonarine...... 19 Gresford Gray Director of Finance ACA Compliance Group CALIBR Profile: Viveca Fairbanks-Henderson...... 20 SECRETARY FRANKLIN REYNOLDS Global Relatioship Manager Members on the Move...... 22 GENPACT

BOARD OF DIRECTORS MONIQUE JEFFERSON Head of HR Business Services - Americas and Global IT HR Business Partner Hogan Lovells

DELE OLADAPO Vice President, Information Systems Prudential Financial

MICHELLE GREENE Vice President Information Systems Masco Corporation

MARIO LEWIS Senior Bank Examiner Federal Reserve Bank of New York

ORAL MUIR Vice President, Global Distribution & Cross-Channel Strategy About CALIBR Marriott International CALIBR is a leadership development association dedicated to acceler- LATOYA LANG State Legislative Director ating senior leadership readiness for mid-to senior level managers and The Marketing Research Association (MRA) executives of African descent. CALIBR provides leadership development

PRINTING AND DESIGN training, mentoring, and specialized networking opportunities in order to DAS GRAPHICS AND PRINTING, INC. give all network members access to the best practices that drive business success. Our rapidly growing membership is committed to the values of Character, Agility, Leadership, Integrity, Breadth and Reputation in both their business and professional lives.

For more information, visit www.mycalibr.com

2 THE GENERATOR www.mycalibr.com Summer 2018, Issue 3 Message From Dear CALIBR Members and Sponsors,

The President As we prepare for four days of relationship-building activities in Seattle, Washington, I want to welcome our twenty-six new members and our newest sponsor, Microsoft, to the CALIBR family. To our longstanding members and sponsors, thank you for your unwavering support of our mission and for entrusting CALIBR as your leadership development partner. CALIBR’s commitment to accelerating the careers of mid to senior level managers isn’t possible without you, and we look forward to your participation in the 2018 Summer Leadership Development Meeting as well as future events and activities.

I’m very excited about this year’s theme Leading Design Thinking because of how important the strategy is in today’s ever-changing business climate. The best leaders, regardless of their profession or industry, are agile thinkers. They identify solutions to complex business problems. And they ignite their teams to ‘take action even when the challenge is difficult and the path is unclear.’

CALIBR’s 2018 curriculum includes frameworks designed to teach you how to use design thinking techniques to strengthen your leadership acumen in these areas. It will also improve your ability to develop innovative products and services to meet your core customers’ needs and position your company as a disruptor in its industry.

As President of CALIBR Global Leadership Network, I, too, am refreshing my knowledge of design- thinking techniques to ensure I understand our organization’s value to you as members and sponsors. And I am hopeful that by year’s end, the relationships we continue to develop and the knowledge we share with one another will not only help us improve as leaders, but also position CALIBR for sustainable growth in the future.

Sincerely,

Monique Jefferson President CALIBR Global Leadership Network

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 3 Why LEAN is Not Just for Startups by Kaihan Krippendorff, Author, Outthink the Competition: How a New Generation of Strategists See Options Others Ignore

he world seems to have suddenly stumbled into the risk limiting you and your company’s ability to extract its true nirvana of a new approach to problem-solving. Some value. Chief among those are the assumptions that this is a T call it human-centered design or design thinking, others new approach (its roots actually are decades deep) and that it say lean or lean startup, and you may even hear reference spawns from product and technology innovation. to agile or scrum. Whatever the name, the core message is the same: stop trying to build an idea (a business plan, product, My interviews with more than 150 corporate innovators marketing message) to perfection. Instead, conduct small show that regardless of your role or tenure, even if you’re experiments with your stakeholders to learn and improve. positioned far from R&D or marketing, understanding how to attack problems by following an agile design approach will Several leading companies have formally adopted this agile- prove a powerful addition to your toolkit. We can think of it design approach. If your company has not yet, it probably will as a confluence of three ideas: cycles of adaptation, human- soon. But there are several broadly held misconceptions that centered design, and agile development.

Cycles of adaptation The OODA Loop inspired the “lean companies track leading indicators for (instead of linear progressions) startup” movement. Steve Blank, an their strategic ideas so that they can entrepreneur, author, and Stanford learn whether the strategies are working In the mid-1970s, a fighter pilot named lecturer known as the founder of the and then adapt. Instead of building a John Boyd proposed a radical new “lean startup” approach, popularized by new business, for example, you identify approach to warfare. Instead of viewing one of his students, Eric Ries, through the key uncertainties, launch a small battles as linear progressions, he sug- his The Lean Startup book series, points initiative to track those uncertainties, gested we should view them as com- to the OODA Loop as the inspiration for then invest more if the uncertainties posed of loops in which each opponent the “lean startup” philosophy: “While point to your idea being a good one. cycles through four phases: observing the the Customer Development model with environment, orienting themselves to its iterative loops/pivots may sound like what is happening, deciding what to do, a new idea for entrepreneurs, it shares Human-centered design acting, and then repeating the process by many features with a U.S. war-fighting (instead of technology-centered) observing the results their new decision strategy known as the ‘OODA Loop’” produces. This “OODA Loop” has proven In the late 1970s, a new idea was sur- facing in the areas of urban planning and highly influential, shaping military strategy The OODA Loop also gave birth to architecture. Designers began embracing and, to a lesser extent, business strategy. “scrum,” an approach to software an idea that had been proposed a decade I dug fairly deeply into the OODA Loop’s development co-created by prolific earlier called “satisficing” (see Herbert A. application to business strategy in my innovator Jeff Sutherland. This way of Simon’s The Sciences of the Artificial), book The Way of Innovation. breaking down complex work plans into the idea that rather than analyzing data short, frantic sprints has become the and making the right decision, one might Soon after the OODA Loop’s introduction, standard for software development. It is view decision-making as exploring avail- in the early 1980s, Toyota began embrac- also finding its way into a variety of other able alternatives until an acceptable ing a new approach to manufacturing fields from strategy to scientific research. that was soon adopted by the rest of the threshold is reached. Instead of looking for an optimal solution, you are continu- world in the form of “kanban,” a method Jeff learned the OODA Loop while serving ally looking for a good-enough decision. for managing the supply chain to achieve in the military and credits it as one of the what became known as “Just in Time” foundational underpinnings of scrum. He This concept may not seem earth- manufacturing. By the late 1980s, manu- says, “Scrum is not an ideology. Scrum shattering on its surface, but ask yourself facturers around the world were embrac- comes from fighter aviation and hardware if the business models you have learned ing a philosophy of continual improve- manufacturing.” ment inspired by the kanban approach. through books or in school attempt to lead you to the optimal solution or a good- Later called “total quality management,” It has also influenced how companies enough one. This concept is credited with this philosophy would become most do strategic planning. The term really propelling design into what we now closely associated with the term “lean” “discovery-driven planning,” for example, call “design thinking.” Through the 1980s or “lean manufacturing.” introduced by Ian MacMillan and Rita and 1990s, thanks to a great extent to Gunther McGrath in the 2000s, suggests a series of design thinkers in Stanford

4 THE GENERATOR www.mycalibr.com Spring 2018, Issue 3 University, the “design thinking” concept foundational elements of an approach “tribes.” This allows them to iterate more matured and was made popular by David to problem solving that is now changing rapidly to adopt an agile, design-driven Kelley, the founder of IDEO. how we advance areas ranging from approach. technology and science to society and A core idea of design thinking contrib- governance and, of course, to business. • When the US government built its uting to what we now call lean/agile/ healthcare.gov website, it did so follow- prototyping is that this search of a good- Until now, these concepts have ing a lean approach. Aneesh Chopra, enough answer must involve the user. As existed as separate ideas belonging to chief technology officer of the United you design a product, knowing if it’s meet- different, mostly unrelated, domains States at the time, met with Eric Ries ing threshold performance requires that (urban planning, warfare, software to understand what a lean approach you observe how users react to it. development, etc.). The idea that would look like. The government such approaches are appropriate launched the first version of health- only for certain types of applications care.gov, with minimal functionality, in Agile development has contributed to the myth that agile just 90 days and at a fraction of what (instead of “waterfalls”) approaches cannot work, that they the government typically spends on are contradictory to the fundamental such efforts. In the mid to late 1990s, software orientation of large organizations. programmers began realizing the value of abandoning the old “waterfall” But more forward-looking thinkers Conclusion: Making agile approach (in which you program in a recognize this agile philosophy is far design work for you sequence of work streams, one leading more versatile and applicable. And to the other) and instead using a more An agile design approach is not a purely forward-looking, large companies are agile approach. The idea of “design novel concept. It has roots decades long. figuring out ways to embrace it. patterns,” introduced in 1994, perhaps It is not just for products or technology began a movement which was spurred but applicable to any organizational or forward by the concept of “extreme • GE, for example, has worked with Eric strategic effort, and, most importantly, it programming,” introduced by Kent Beck Ries to formalize a “lean startup” is not just for technology or startups. in 1999, which led to the name “scrum” approach that works within the context in the early 2000s. of a $150 billion business. Called “FastWorks,” the methodology shows To apply it to whatever challenge you Software developers took the cyclical, managers how to conduct structured are facing today, consider going back to continual improvement approach of experiments with clients composed its roots, the OODA loop, and take four “lean,” combined with the human- of four steps: define a problem with steps: centeredness of design, and culti- your customer, identify leaps of faith vated a large community of followers, (or assumptions), build minimum 1. Observe: Gather data and insights conferences, and carefully structured viable products (MVPs) to test the related to the problem. Pull insights methodologies. assumptions, and identify and track that may seem tangential or even learning metrics. They then pivot or unrelated to the problem. I like to pack Arguably the most influential methodol- persevere based on the outcome. a folder with whatever documents ogy developed by software developers and data I can find and then create was the “Spiral Model,” proposed and • Intuit, a $4 billion technology firm, a list of the “Top 10” insights we can draw. made popular by Barry W. Boehm in the has embraced its own version of lean, 2. Orient: Review that “Top 10” list and 2000s. This model suggested that you converting a fairly complex design process into three steps and principles look for unexpected connections (i.e., should follow cycles of development, spi- what is really going on?). Think about it calls the “Design for Delight” (or raling outward, each composed of four the core user or customer at the steps: determining the conditions of suc- D4D) model: (1) know your customer, center of the problem and ask, what cess of the success-critical stakeholders (2) go broad to go narrow, and (3) problems are they having? for the software; identifying and evaluat- iterate with customers, frequently. 3. Decide: Think of some potential ing alternative approaches for satisfying According to Intuit, this lean approach solutions, then pick one you want to those conditions; developing and verify- has already lead to several valuable test. ing the next level of development; then innovations, including an app that 4. Act: Build a low-cost experiment – gaining approval from success-critical enables customers to file their taxes in maybe a mock-up of an interface or brochure – and put it in front of users stakeholders to continue to the next less than 10 minutes, using only their to see how they react. stage of development. smartphones, by taking a picture of their employer’s tax form. 5. Observe and repeat: Observe how people react and then loop the Pulling it all together • ING, the Dutch financial conglomerate, process again, orienting yourself to what is happening, making new has experienced success reconfiguring decisions (either advancing your idea If we pull these three concepts together large swaths of its organization into nine- – cycles of adaptation + human-centered or abandoning it for a new idea), then person teams called “squads.” Groups acting again with another experiment. design + exploration – we see the key of squads are part of larger teams called

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 5

INDUSTRY X.0 COMBINE AND CONQUER: Unlocking the Power of Digital Dave Abood, Aidan Quilligan and Raghav Narsalay

any companies in multiple sectors, B2B, B2C and B2B2C, have been 4. Build a digital-ready workforce investing heavily in leading-edge digital technologies to drive growth. Industry X.0 companies source, train, and M retain talent with digital-ready skills and Most, however, are not leveraging these Smart, Connected, Living, Learning encourage active collaboration between people and machines. Consider, for example, technologies effectively enough to enhance Industry X.0 businesses not only leverage how wearable technologies have helped the efficiency of their core businesses while digital to drive continuous core operational Airbus’ workforce reduce the error rate when simultaneously growing new ones: what we call efficiencies, they also leverage combinations designing aircraft-cabin seating to zero and “leading in the new”. of advanced digital technologies to create new, improved its productivity by 500%. hyper-personalized customer experiences. 5. Re-architect new ecosystems Our recent research—an extensive sample They achieve this by being: Industry X.0 companies create a robust survey, combined with econometric modeling ecosystem of suppliers, distributors, start-ups, —reveals that only 13% are getting both cost • Smart: Every product and production process is self-monitoring, data-generating, and and customers that allows them to rapidly scale saving efficiencies and business growth from new business models across the digital value their digital investments. aware of its ever-evolving business context. • Connected: Communications are end-to-end chain. Consider, for example, how Siemens’ open, cloud-based operating system connects Why are so many companies failing to optimize and multi-directional, while data-sharing leading start-ups with established players and among people, products, systems, assets their digital investments? infrastructure providers to drive innovation. and machines happens in real time. Because most are still deploying digital • Living: There is an enterprise-wide 6. Pivot wisely technologies piecemeal. If, instead, companies cultural capability to act with speed, Industry X.0 companies continually balance were to take a combinatorial approach, our focus, and agility, to meet needs and seize investment and resource allocation between research shows they could drive both significant opportunities. the core business and the new business to synchronize innovation and growth. Consider, additional savings per employee and higher • Learning: Adaptive interactions help create for example, how Google’s parent Alphabet market capitalization. increasingly relevant and valuable user continues to invest in promising early-stage experiences over time. businesses while sustaining the success of It’s All in the Combination its best-selling solutions. Combining digital technologies isn’t just a Our research shows that Industry X.0 business- simple game of mix-and-match. es address six digital imperatives to become About the Research smart, connected, living, and learning. In spring 2017, Accenture surveyed 931 senior The right technology combinations will vary executives from large companies across 12 1. Transform the core industries and 21 leading industrial countries. across industries, and will change over time Industry X.0 companies build their core Accenture’s goal was to understand how companies as technologies evolve. What’s more, the mix engineering and production systems around deploy digital technologies and the benefits they required to lower costs differs from the mix digital to drive new levels of efficiency. derive from them. We identified a set of 10 critical best suited to driving top-line growth. technologies and used both survey data and They ensure that physical machines and company financial data to perform an Economic Our cross-industry research shows, for example, software systems are synchronized to unlock Value Modelling (EVM) exercise designed to identify previously unseen cost efficiencies—thus that by combining five digital technologies in the technological combinations with the biggest driving up investment capacity. Consider, particular—autonomous vehicles, augmented impact on top-line and bottom-line value release, for example, how Caterpillar has boosted as measured by market capitalization and cost- and virtual reality, big data, machine learning, equipment uptime and almost halved fuel per-employee. We identified the optimum mix of and mobile computing—companies could costs for itself and its clients by making technologies by combining results from machine achieve additional average savings of more smart use of the data generated from learning and principal component analysis. than $85,000 USD per employee. A slightly connected machines. different mix—autonomous robots, mobile References computing, autonomous vehicles, 3D printing, 2. Focus on experiences and outcomes All accessed on July 21, 2017 and machine learning—could result in Industry X.0 companies use their investment 1. CAT Connect: Combining equipment, technology and services additional average market capitalization of just capacity to drive new, hyper-personalized to help build your success, Caterpillar. over $6 billion USD (these gains vary across the experience for customers, via multiple 2. Boost productivity through technology integration, Caterpillar. “smart touchpoints.” This helps grow 3. Tackle your everyday challenges with technology, Caterpillar. eight industries we surveyed). 4. Increase efficiency: Cat connect technology and services are core businesses by enhancing customer helping our customers save time, fuel and money, Caterpillar. engagement. Consider, for example, how 5. Huawei Announces Network Mind Research Results Aimed at The Industry X.0 Advantage Huawei has leveraged an automated network Achieving Network Control Automation, Huawei (October 27, To create value with digital, companies must traffic control system to cut the time it takes 2016). completely reinvent their operating models, 6. Hitachi Unveils Lumada Internet of Things Core Platform, to meet key performance indicators from 5 Hitachi (May 10, 2016). production and value chains, becoming what hours to just 6 minutes. 7. Lumada Enables the World of Energy IoT to Leap Forward with we call Industry X.0 businesses. Greater Intelligence, Hitachi. 3. Innovate new business models 8. Lumada Equips Manufacturers for the Future with Predictive Quality Capability, Hitachi. Industry X.0 businesses embrace constant Industry X.0 companies ideate and create new 9. 2018 Mid-term Management Plans: Progress and Prospects, technological change and profit from it. They business models to drive differentiated value Hitachi (Page 9). successfully combine digital technologies to for their clients and new revenue streams for 10. Airbus soars with wearables, Accenture Consulting. themselves. Consider, for example, how Hita- 11. Mindsphere in Action - Our Open IoT Operating System,” drive both top-line and bottom-line growth. Siemens (March 27, 2017). chi’s open platform model has helped partner 12. Coresystems: Innovation Powered by Mindsphere, Siemens, companies in a range of industries boost key June 2, 2017. efficiencies while significantly improving its 13. MindSphere with New Partners, New Applications and own market capitalization. Extended Connectivity, Siemens (April 21, 2017).

Spring 2018, Issue 3 www.mycalibr.com THE GENERATOR 7 Hogan Lovells is proud to support CALIBR.

www.hoganlovells.com © Hogan Lovells 2018. All rights reserved. 8 THE GENERATOR www.mycalibr.com Summer 2018, Issue 3 Using DESIGN THINKING to Lead the Law Firm of the Future (Hint: the future is now) By Leslie F. Brown

efore I joined the world of law, I spent my time traveling engage in the act of innovation without dominating it. (Brown, to the corners of the U.S. and to far off lands to install 2016). A design mindset is not problem focused, it is solution Bsoftware and hardware systems. Back then, enterprise focused and action oriented toward creating a preferred systems required a room full of computers and were extremely future. (Naiman, n.d.). expensive. Technology was exclusive and not available to the masses. Today, that same amount of processing power can fit Just as good design and innovation require that you involve in the palm of your hand. Along the way, many companies with the end user in the process, so does good leadership and great ideas (and great products) have come and gone. And management. Leaders must include clients and employees those that focused on not just the purpose and function of their in the process; getting feedback along the way and adapting product but also on the user’s experience – being customer- business decisions as necessary. It is well established that centric rather than product-centric – have fared best. organizational changes are most readily accepted when those who are most impacted by these changes are included in the Traditional engineering, or R&D, “innovated” by examining decision-making process. (Wittig, 2012, p.24). Furthermore, existing products and making incremental changes or design thinking “helps create a workplace where people want improvements. Rarely in this process did they consult the to be, one that responds quickly to changing business dynamics customer or end-user. When questioning a new function and empowers individual contributors.” (Kolko, 2015). in the latest release of a company’s software, I would ask, “Why was this function added?” The common response was, While it may seem antithetical to the common portrayal of “Because we could.” I was puzzled, why would we add a lawyers as conservative thinkers who are slow to embrace feature (and more complexity) to our product that was not the change, lawyers are well equipped to apply a design thinking result of a customer request or expressed need? Solutions approach to the leadership of their organizations. In fact, were pushed to the customer without considerations of the most lawyers already practice design thinking when solving customer’s experience. Only when the developer could tell their client’s problems. Perhaps they’re not quite as dramatic me how it was going to improve the life of the end user, did as in TV courtroom dramas, but if you’ve ever witnessed a the feature make sense. civil or criminal trial, you know that the lawyer must not only rely on their analytical skills to digest facts, but they must also When I finished law school and joined the world of Big employ their creative and empathetic skills to tell a story that Law, I experienced a similar approach to management and will simplify those facts and resonate with the jury. That is leadership. Rather than being open to ideas, the firm’s design thinking at its core: empathy. In order to propose the managing partner or chairman often possessed a “top-down” best solution, you must understand the needs and desires of style and would dictate mandates from above that he or she your audience. expected to be implemented without question. A design thinking approach to leadership encourages This form of “closed” leadership may have worked well in gathering data and insights into how employees, behave, the past, but it is poorly suited for today’s innovation-driven think, and feel as the basis for management decisions. market where employees have become accustomed to having It requires that the leader have a willingness to listen to a say in business decisions and “crowd-sourcing” of ideas has others and encourage everyone to contribute. (Prud’homme, become the norm. 2017, p. 68). The leader’s role is to focus the team or group to reach a solution. As many of us have experienced, some In design thinking led organizations, rather than simply of the best problem solving strategies take advantage of considering the obvious options, leaders give their teams multiple and diverse perspectives. A design thinking leader permission to explore ideas that break with tradition; they encourages this collaborative approach. (Prud’homme, foster conditions in which creativity can thrive; and they 2017, p.67).

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 9 Using DESIGN THINKING to Lead the Law Firm of the Future (continued)

expert in the room, out of their comfort zone. But it is well Hogan Lovells’ Chief Executive Officer, Steve Immelt, is an worth the effort. Organizations must be agile and prepared excellent example of someone who takes a design thinking to meet the challenges of a rapidly changing business world. approach. In 2015, Mr. Immelt introduced a major global Design thinking is not only a way to be a strong leader for initiative known as “Project Redefine,” which sought to improve your organization. It is also a way to continuously improve the way the firm operated for the benefit of its clients in a rapidly and make your organization “future proof.” (Prud’homme, changing legal marketplace. Rather than gathering a group of 2017, p. 67). Russ Starke, the CEO of Think Company, put senior partners in a room and talking amongst themselves, it so well, “at the heart of all great leadership is empathy, he acknowledged the need to understand business drivers, respect, and the desire to move something toward its ideal as well as the feelings of clients and employees, and initiated state.” (Starke, 2017). an extensive series of interviews and listening sessions with clients and industry observers. Employees at all levels also Tomorrow’s leaders will do well to use the creative, problem- were strongly encouraged to participate and submit their ideas solving power of the community to make decisions that will on how the firm could better serve its clients. This open attitude allow their businesses and organizations to adapt. A forward and willingness to consider ideas from beyond the boardroom looking, design thinking approach to leadership is key to resulted in a series of innovations and management changes embracing the future and empowering teams to excel. at the firm. Some changes were for the clients’ benefit, and many others were for the benefit of attorneys and staff Leslie Brown is Head of Legal Project Management – members at the firm. Americas at Hogan Lovells

Based on client input, improvements included the introduction Citations: of a new industry sector program for delivering services across Brown, T. (2008), Design Thinking, Harvard Business Review, June 2008. Retrieved from https://hbr.org/2008/06/design-thinking. practice areas and the launch of a new consulting business that combines legal and technical advice. Employees also Brown, T. (2016), Leaders Can Turn Creativity into a Competitive enjoyed the effects of Project Redefine. The firm launched new Advantage, Harvard Business Review, November 2, 2016. Retrieved programs for developing professional and leadership skills, from https://hbr.org/2016/11/leaders-can-turn-creativity-into-a- increased the number of opportunities to engage with staff in competitive-advantage. other departments and offices, and made enhancements to its agile working program. Kolko, J. (2015), Design Thinking Comes of Age, Harvard Business Review, 14 Oct. 2015. Retrieved from https://hbr.org/2015/09/ The ‘listening’ aspect of Project Redefine is a good example of design-thinking-comes-of-age. what Peter Prud’homme van Reine calls ‘absorptive capacity’: Naiman, L. (N.D.), Design Thinking as a Strategy for Innovation, the ability to identify, assimilate, and exploit knowledge from Creativity at Work. Retrieved from https://www.creativityatwork. the environment. (Prud’homme, 2017, p. 65). Not only does com/design-thinking-strategy-for-innovation/. it lead to better solutions for clients; it also strengthens the client relationship by focusing on efforts that will be most Prud’homme van Reine, P. (2017), The Culture of Design Thinking meaningful to the success of their business. for Innovation, Journal of Innovation Management, JIM 5, Retrieved from https://journals.fe.up.pt/index.php/IJMAI/article/ The firm continues to encourage employees to actively download/361/260. engage in the management and success of the firm through Starke, R. (2017), How Design Thinking Can Make You a Better its Masters of Innovation competition that invites lawyers and Leader. Retrieved from https://www.thinkcompany.com/2017/06/ business staff to submit new ways to “solve client problems, how-design-thinking-can-make-you-a-better-leader/. develop better ways of working, or challenge the status quo.” Wittig, C. (2012), Employees’ Reactions to Organizational Change, A design thinking style of management and leadership OD PRACTITIONER Vol. 44, No. 2. Retrieved from http://c.ymcdn. is sure to take lawyers, who are accustomed to being the com/sites/www.odnetwork.org/resource/resmgr/odp/odp-v44,no2-

10 THE GENERATOR www.mycalibr.com Spring 2018, Issue 3

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New Member Snapshot 26 New Members | 13 Companies

Aiyshen Padilla INDUSTRIES: Russell Williams Vice President, Strategic Senior Associate Communications & Healthcare Accenture External Relations AARP Financial and Business Management Services Law Defense Information Technology

Allan Johnson Demond Richardson Automotive Kimberly Allman Shatica McDonald IT Manager Supplier Diversity Manager Director, Community Senior Manager Hogan Lovells Wells Fargo Development Banking Accenture Capital One

Bethany Otuteye Donald Wells Jennika Gold Thomas Lauren Watkins Stacey Williams Tyson Director of Strategy Global Director of Vice President and Lead Associate Senior Director, Community Consulting Cybersecurity Operations Associate Director Booz Allen Hamilton Reinvestment Act Strategy Blue Cross Blue Shield Booz Allen Hamilton FactSet and Program Management Capital One

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Darrell Cooper Gwen Salley Keyra Boise Rhonda Bettis Tracey Mack-Askew Director of Practice Support Senior Vice President, Lead Associate, Marketing Director, Branch and Café Managing Director, Hogan Lovells Business Initiatives Senior and Communications Customer Experience Team HD Vocational Platform Manager Booz Allen Hamilton Capital One Development Wells Fargo Daimler Trucks North America

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 13 STRENGTHENED BY DIVERSITY. ADVANCED BY INCLUSION. To serve our diverse consumers, we need a diverse workforce. Kellogg strives for a winning culture where all employees can bring their best to work to achieve our goal to enrich and delight the world through brands that matter. Kellogg is a proud partner of CALIBR Global Leadership Network

Kellogg’s Careers @KelloggsCareers Kellogg Company

“Not all readers become leaders, but all leaders must be readers.”

By Nikki A. Rogers – Harry S. Truman

ur 33rd President was an avid reader, believing “innovation” yields over 30,000 results. Additionally, that readers of good books were preparing there are dozens of national publications and hundreds themselves for leadership. As senior leaders, of articles dedicated to these topics. Every business Oreading helps you maintain currency, fluency, and school professor, celebrity executive, industry expert, industry relevance, while expanding your perspective and and self-made millionaire has discovered the secret sparking innovative approaches to business challenges. to leadership and is willing to share their advice. The Although you may recognize that reading is important, sheer abundance of academic discourse, expert advice, you’re probably thinking – “What books should I read and biographical stories about leadership can be an and where do I find the time?” If so, you are inthe impediment to reading anything! So, how do busy senior right place. This article provides recommendations for leaders select books and make time to read? a few great leadership books, along with tips to help incorporate reading into your busy schedule. In my case, I turn to mentors, colleagues, and friends for recommendations on insightful and impactful reading The abundance of available reading materials can options. This month, I asked fellow CALIBR members for seem overwhelming. Each year, thousands of books recommendations on books that have influenced their on business, leadership, and innovation are published. leadership journey. Two amazing leaders in my network, A quick search for the term “leadership” in books on Dina Abercrombie and Ebony Thomas, generously shared Amazon yields over 40,000 results, while the term their recommendations below:

Dina Abercrombie Ebony Thomas Senior Consultant, Ivy Planning Group Senior Associate, Booz Allen Hamilton n Recommendation #1: n Recommendation #1: Equality: Courageous Conversations About Women, Men, and The Subtle Art of Not Giving a F*ck Race to Spark a Diversity and Inclusion Breakthrough by Mark Manson by Trudy Bourgeois • A “must read” because: Through a counterintuitive • A “must read” because: The book provides tips on how approach to living a good life, the book shows how to to have tough conversations and conveys the urgency think differently and more optimistically. for leaders to improve how they lead diverse groups of n Recommendation #2: people. It Worked for Me: In Life and Leadership n Recommendation #2: by Colin Powell Change Your Questions, Change Your Life • A “must read” because: General Powell reveals by Marilee Adams the principles that have shaped his life and career, • A “must read” because: “Change Your Questions providing a great book on leadership and advice for helped me to ask the right questions to garner buy- influencing teams. in and use collaboration as a key method to solve problems.”

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Fall 2017, Issue 2 www.mycalibr.com THE GENERATOR 15 READING TO LEAD: Grow Your Leadership Skills by Making Time to Read By Nikki A. Rogers

continued from page 15

My reading selections over the last six months have centered Like healthy food and exercise, regular reading will increase on conquering fear and embracing uncertainty, as I prepared your mental energy and can elevate your leadership game. to transition to entrepreneurship after more than a decade Here are a few tips to easily incorporate reading as a with the same company. The books I recommend below consistent practice within your schedule: provided powerful reminders of the inherent greatness we all n possess. Ask for recommendations – A mentor or a friend can recommend relevant titles based on your interests and aspirations. Research what organizational leaders and n Recommendation #1: industry experts are reading or writing and add those You Are a Badass books to your reading list. by Jen Sincero n Branch out – take a break from industry-specific books • A “must-read” because: This book compels you to move and read something that expands your horizons, elevates beyond your doubts and fears to achieve greatness. your perspective, and spurs innovative thinking. If you want to increase your wealth, chapter 24 will n Leverage technology – e-books and audio books allow revolutionize your relationship with money. Thus far, I you to read on the go. Audio books are great for long have gifted this book at least 5 times! commutes, waiting rooms, lunch breaks, workouts, etc. When you have time on your hands, use it to read or listen n Recommendation #2: to a book, rather than scrolling through your phone. The Power of Starting Something Stupid n Schedule it – build time in your daily or weekly schedule by Richie Norton to read, and then put it on your calendar. This underscores • A “must-read” because: The book is subtitled - the importance of reading and serves as a tangible How to Crush Fear, Make Dreams Happen, and Live reminder to get your pages in! Without Regret - and it delivers on that premise. n Through powerful examples, the author demonstrates Take what works and leave the rest – a single book will how “stupid is the new smart” that leads to triumph over not provide all the answers. Leverage the insights and obstacles and innovation, even when others doubt you. lessons learned (from a variety of sources) that resonate and will contribute to your leadership journey. n Share with colleagues – make recommendations and discuss your newly gained knowledge and perspectives with others. It enhances your reputation as a thought leader, innovative thinker, and life-long learner.

Happy reading!

Nikki A. Rogers is the CEO of The Bladen Group, a boutique consultancy focused on transformative business coaching and consulting for small businesses.

Share the books that have influenced your leadership journey with her via [email protected] or www.linkedin.com/in/nikki- rogers.

16 THE GENERATOR www.mycalibr.com Summer 2018, Issue 3 LEADING BY EXAMPLE Solving complex problems demands more than just big ideas. It requires inspired thinking. Now in our second century, Booz Allen Hamilton is the essential partner for corporate leaders. Driven by our culture of innovation, we collaborate with clients to help them achieve their goals. We devise breakthrough solutions through our expansive network and unparalleled expertise in cyber security, data analytics, and strategy-based transformation. To find out more about how our people can help you drive your purpose and passion, visit boozallen.com.

Shamarah, Operations Consultant BOOZALLEN.COM

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 17 Our di erences make the di erence

Wells Fargo is one of the world’s most respected companies, and it’s due in large part to our commitment to diversity and inclusion and developing team members at every level. It’s a place where everyone is called to be a leader and empowered to explore, grow and achieve through a full range of development opportunities. We encourage team members to be actively involved in their own development, which includes identifying their strengths and talents and building a plan to achieve their career goals.

We’re committed to diversity and inclusion because we want everyone to thrive.

18 THE GENERATOR www.mycalibr.com Summer 2018, Issue 3 Member Profile

DENNIS DEONARINE Global Operations Commercial Risk Management Lead Accenture

As a Commercial Lead at Accenture, Dennis allow me to seek guidance in a safe space Deonarine is responsible for reviewing and and provides access to a strong network that I identifying the potential risks of outsourcing can continue to build outside of the bi-annual deals as they progress through the sales cycle, meetings. These relationships also allow me ensuring the pricing, solution, and contracting to vent or just catch-up on life. I enjoy the fact are aligned with both client and Accenture that members can relax at receptions and expectations. networking events as well as learn from each other in seminars and workshops. Member since 2017 In his 17+ year career, he has developed an expertise in the following areas: How has CALIBR helped EDUCATION: 1) Outsourcing Implementation and you achieve your leadership Bachelor of Business Governance; 2) Contract Negotiations, Pricing Administration, and Deal Shaping; 3) Competitive Pricing development goals and Management Information Analysis and Alternative Pricing Models; objectives? Systems and International 4) Internal Change Agent identifying and CALIBR has given me the privilege of Finance, University of Sales Implementation; 5) Collaboration, hearing from a variety of speakers who have Georgia Communication, Executive Leadership, presented on topics ranging from professional Mentoring and Employee Development development to personal finance. I’ve learned how to become a stronger leader, both on and Why did you join CALIBR? off the job, and I’ve gained practical knowledge I joined CALIBR to be a part of a network that I can utilize on a day-to-day basis. Most of members who help each other grow, importantly, I’ve become a more well-rounded strive, achieve, and push each other out of leader, and I feel empowered to think beyond their comfort zones. Doing so takes active, my title, expand my areas of expertise, and intentional involvement throughout the year. take calculated risks. There is a saying that “iron sharpens iron, so one man/woman sharpens another.” This is What advice would you give to true in CALIBR. So, I hoped to join a network someone who is interested in that would allow me to sharpen my skills as CALIBR Membership? a leader, while also giving me the opportunity If you aspire to join a group that understands to share my knowledge and celebrate the the challenges leaders face while striving accomplishments of my peers. for executive roles and maintaining work-life

balance, CALIBR is the organization for you. What is the most important Be mindful of your ability to contribute to the benefit of your CALIBR organization as much as you gain from it and membership? remember: CALIBR is more than a network. Fellowship. Even though I’ve only been involved It is a family. with CALIBR for one year, I’ve developed deep, meaningful relationships that have already helped me grow as a leader. These relationships

Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 19 Member Profile

VIVECA FAIRBANKS- HENDERSON Senior Director, North America Energy Optimization and Start-up Management The Kellogg Company

Viveca Fairbanks-Henderson joined Kellogg How has CALIBR, specifically in 2012 and is currently accountable for the CALIBR8 Coaching Program, developing the strategy, structure, and implementation plan to deliver Kellogg’s North helped you achieve your America 2020 sustainability commitments leadership development goals Member since 2014 for energy and water reductions across its 25 and objectives? manufacturing facilities. In addition, she is EDUCATION: Participating in CALIBR8 Coaching Program accountable for the launch and governance Bachelor of Science, has been an incredibly powerful experience. of the Kellogg Start-up Management process Electrical Engineering, The CALIBR8 Leadership Circle 360 was unlike across the North America Research & Purdue University any of the other 360 tools that I previously Development, Supply Chain and Engineering used. The tool’s focus on the 29 different Organizations. This work process enables CERTIFICATIONS/AWARDS: dimensions of leadership provided me with a the company to predictably deliver business- The W. K. Kellogg Values new level of granularity on my leadership style, critical projects that achieve success criteria Award - Kellogg’s highest strengths and opportunities. While working and eliminate manufacturing losses. Viveca honor, 2017 with my coach, Dr. Jimmy Davis, we translated also leads key Diversity & Inclusion initiatives the insights into specific actions that would Kellogg’s Global Emerging across the company as Co-Chair for the Kellogg enable me to accelerate the achievement of Leaders Program African American Resource Group. my career aspirations. Participant, 2015

Why did you join CALIBR? What advice would you give to I joined CALIBR to expand my network and someone who is interested in increase my exposure to seasoned African American professionals across a variety of becoming a CALIBR member? industries. I was seeking to further expand my CALIBR provides a unique opportunity to professional skill set in the areas of innovation, collectively expand your professional network, culture change, and transformational gain exposure to best in class leadership leadership. In addition, I wanted an opportunity development tools, engage with career to commiserate with and learn from others in a coaches and learn from subject matter experts safe, supportive environment. across a variety of fields. It is a “one stop shop” for career growth and development in a What is the most important welcoming, inclusive environment. benefit of your CALIBR membership? The most important benefit has been having the opportunity to learn from industry experts and fellow CALIBR members through a very intentional curriculum that builds upon itself year over year. Fresh, relevant programming has enabled me to increase both my impact and influence within my organization.

20 THE GENERATOR www.mycalibr.com Spring 2018, Issue 3 &"#$)#&%

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Summer 2018, Issue 3 www.mycalibr.com THE GENERATOR 21 Members on the Move

Amani Brown & Viveca Fairbanks Henderson – Received Nikki A. Rogers recently transitioned from Booz Allen the W.K. Kellogg Values Award for Diversity and Inclusion Hamilton after 11 years as a change management (D&I) on behalf of the KAARG Leadership Team. The consultant and project manager. Nikki is now the CEO The 2019 CALIBR Membership K-Values Award is the company’s highest award and has of The Bladen Group, a boutique consulting firm focused only a few winners in three categories – Team, Individual, on partnering with organizational leaders to provide business coaching and D&I. and consulting services that support long-term success. Amani also accepted a new role as Senior Brand Manager Application Is Now Available of Frozen Breakfast at Kellogg. In this new role, she is Phil Rigeuer has been recognized as one of Savoy responsible for Eggo and Special K Breakfast Sandwiches Magazine’s 2018 Most Influential Blacks in Corporate and Quiche. America. Phil is currently Vice President and Head of Joint Venture Sales Effectiveness and Distribution for Aetna. Apply Today! Brian Jones recently accepted a new role as Senior Manager of IT Strategy and Operations at Ocwen Financial Corporation. In this role, Brian supports the Office of the Dr. Velma Deleveaux was recently quoted in a Harvard CIO with strategic initiatives that cut across all areas of Business Review article titled: “6 Things Successful IT. These areas include IT communications, staffing models, awards Women in STEM Have in Common.” The article focuses programs, benchmarking and industry research, budgeting and financial on how female leaders have managed to build highly analysis, and training. successful careers and the six differentiators that all women in STEM could employ to achieve success. As a Director at Booz Allen Hamilton, she currently leads a science and engineering business. To read the Chisa Brookes was a recipient of NC State University’s article, please refer to the link below. 2017 CBE Distinguished Young Alumni Award. The award https://hbr.org/2018/04/6-things-successful-women-in-stem-have-in- celebrates and recognizes the exemplary contributions commons recipients have made to their profession, their community, and their department, college or university. Chisa currently owns and operates two companies near the Charlotte Area as a Consultant, Real Estate Broker and General Contractor. The TNJ 40 Under 40 Winners Ebony Thomas and Franklin Reynolds were selected as honorees Kelly Smith was selected as Deloitte’s Black Achievers in for The Network Journal’s (TNJ) 40 Under Forty Achievement Award. Industry (“bai”) Rising Star. Kelly is a Cyber Risk leader The award honors men and women whose professional achievements delivering services in the federal industry in addition to have significantly impacted an industry or profession, and who have taking innovative solutions like cyber risk monitoring also made an important contribution to their community. About CALIBR into the marketplace. The bai awards recognize and celebrate African- CALIBR is a membership organization and professional network dedicated to accelerating the careers of mid-to-senior level Afri- American men and women who have a proven track record of dedication As a current pioneer in telehealth consulting, Ebony and excellence in their profession and have displayed strong talent and is driving change management and innovation can-American executives through specialized training, mentoring, coaching and networking opportunities that give members access growth in their respective field. practices to prepare her clients for major technology transformations. She also serves her community to the best practices that drive business success. CALIBR members hold high-level leadership roles across multiple industries, govern- by serving as a mentor and corporate advocate of ment, and the non-profit sector, with one in five members being CEO of their own entrepreneurial enterprise. Maria Smedley was recently awarded the 2018 CHRO Management Leadership for Tomorrow (MLT) and its alumni, chairing (Chief Human Resources Officers) Leader of Distinction Booz Allen’s African American Forum (AAF), championing the arts on To apply for CALIBR membership, please visit mycalibr.com, click the application link, and submit the following: Award at the North American HRO Today Forum. Smedley the Board of Washington Performing Arts Society, and serving as the was one of 17 finalist who were recognized for their Mid-Atlantic Regional Outreach VP for CALIBR. Ebony recently joined achievements in the human resources field during the past year. She the Advisory Board of Per Scholas, a non-profit founded over 20 1. Resume 3. Digital Photograph 5. Professional Peer Recommendation Letter obtained the award for her efforts to drive a major push to improve labor years ago with a mission to build a more diverse technical workforce and leadership by embracing a “quality work, competitively priced” by creating on-ramps for women, people of color, and other groups 2. Bio 4. Essay Responses 6. Recommendation Letter from CALIBR or ELC Member strategy. Additionally, she and her division improved the employee underrepresented in IT employment. selection and screening process while enhancing the competitiveness of compensation and benefit offerings. As the cooperatives’ human Franklin is currently an Assistant Vice President and resources leader, she strongly advocated for the adoption of additional Global Relationship Manager at GenPact, and the safety resources and equipment resulting in significant improvements newly appointed Secretary of CALIBR Global Leadership in safety metrics and profitability. Network. He was previously awarded 2010 Alumni of the Year and 2005 Mentor of the Year from Inroads, Inc. Franklin is also a student sponsor and alumni advisory board member Nsombi B. Ricketts, Assistant Provost for Diversity and of Link Unlimited. He is driven by his desire to strengthen the next Inclusion, will be leaving Northwestern to become the generation of African-American males and give back to the inner-city Immediate Opportunities To Engage Inaugural Vice President for Diversity, Equity, and Inclusion communities in Chicago. at Pratt Institute in Brooklyn, New York. In her new role, 1. Join the Information Call on JUNE 28, 2018 to learn more about CALIBR’s programs, services, and the application process. Nsombi will implement the Institute’s new diversity strategic plan for Their recognition will be celebrated during an awards dinner to students, faculty, staff, alumni and community partners. Nsombi will be held on Thursday, June 21, 2018, at the New York Institute of begin her new appointment at Pratt Institute on July 5, 2018. Technology Auditorium on Broadway in New York City. 2. Complete the Membership Application by August 1, 2018 to be eligible for discounted rates for 2018 CALIBR programs and activities.

3. Register for the 2018 Global Executive Forum held October 11-13, 2018 in Washington, DC.

22 THE GENERATOR www.mycalibr.com Summer 2018, Issue 3 For more information, please direct all questions to [email protected] The 2019 CALIBR Membership Application Is Now Available Apply Today!

About CALIBR CALIBR is a membership organization and professional network dedicated to accelerating the careers of mid-to-senior level Afri- can-American executives through specialized training, mentoring, coaching and networking opportunities that give members access to the best practices that drive business success. CALIBR members hold high-level leadership roles across multiple industries, government, and the non-profit sector, with one in five members being CEO of their own entrepreneurial enterprise.

To apply for CALIBR membership, please visit mycalibr.com, click the application link, and submit the following:

1. Resume 3. Digital Photograph 5. Professional Peer Recommendation Letter

2. Bio 4. Essay Responses 6. Recommendation Letter from CALIBR or ELC Member

Immediate Opportunities To Engage 1. Join the Information Call on JUNE 28, 2018 to learn more about CALIBR’s programs, services, and the application process.

2. Complete the Membership Application by August 1, 2018 to be eligible for discounted rates for 2018 CALIBR programs and activities.

3. Register for the 2018 Global Executive Forum held October 11-13, 2018 in Washington, DC.

Summer 2018, Issue 3 For more information, pleasewww.mycalibr.com direct all questions to [email protected] THE GENERATOR 23 WHAT IS IN A NAME? A brand should...

convey demonstrate inform Character Agility Leadership

encourage lend reinforce Integrity Breadth Reputation

caGlobal Leadershiplibr Network

mycalibr @mycalibr CALIBR learn more at: www.mycalibr.com