Fall Meeting Edition

WWW.MYCALIBR.COM Fall 2020

Building Agility and Resilience Kathryn Ross Craig Richey Michelle Greene Cheryl Wade Global Lead Managing Director Vice President Senior Director Open Innovation Accenture Information Technology Global Head of Diversity Accenture Ventures Masco Cigna

Tiffany Eubanks-Saunders Ralph Holmes Executive Leader SVP, US Markets Bank of America Corporation Cigna

Ram Charan William Washington Ralph Jardine Mohamed Kande Wetteny Joseph Kaihan Krippendorff Best-Selling Author CFO Head of Inclusion Vice Chair and CEO CFO Best-Selling Author What the CEO Wants Hogan Lovells and Culture PwC Advisory Services Catalent Outthinker You To Know HSBC

Wolfgang Koenig Steven Haines Bob Marshall Holly Rogers Alex Brown Dr. Lorrie Miller Category President Founder National Small Business Co-Founder Program Coordinator Award-Winning Therapist Kellogg Business Acumen Development Leader The Center for The Center for and Onsite Provider Institute Wells Fargo Koru Mindfulness Koru Mindfulness ESPN Charlotte

Angela Durham Laurence Lattimer Velma Deleveaux Tracy Mack Askew Sabina Ewing Founder and Founder and Principal Principal Director General Manager – HD Vice President, Managing Partner LGL Growth Consulting Booz Allen Hamilton Vocational Program Global Head Redwood Consulting Daimler Trucks Upjohn Business Technology Partners LLC North America Pfizer FALL 2020 EDITION TABLE OF CONTENTS

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

DAVID GREENE Chief Program Officer and Event Producer Featured Speakers...... 5 ERIC WINGO Program Manager

OFFICERS Let the Tough Times Roll...... 10 TIMOTHY FOY CEO and President CALIBR Global Leadership Network Accenture Launches Black Founders Development Program to Chief Strategy Officer Support Black Entrepreneurs...... 12 Official Talent Sports Marketing

SHAVONNE GORDON COO and Vice President Mindfulness Meditation for Stress Relief and Liberation...... 16 VP, Diversity Recruiting and US Card Talent Acquisition Capital One How to Succeed in Uncertain Times...... 19 GRESFORD GRAY CFO and Treasurer Director of Finance ACA Compliance Group Member Profile...... 27

FRANKLIN REYNOLDS CCO and Secretary Senior Account Manager, Strategic ISV Sales Members on the Move...... 30 Amazon Web Services

BOARD OF DIRECTORS MONIQUE JEFFERSON Immediate Past President, CALIBR Head of HR Business Services – Americas and Global 2020 STEERING COMMITTEE MEMBERS IT HR Business Partner Hogan Lovells David Greene, CALIBR Chief Programs Officer ORAL MUIR* Michelle Thornhill, Wells Fargo Chairman, CALIBR OUROUR ORGANIZATION ORGANIZATION SPONSORS SPONSORS OFFICERSOFFICERS AND AND BOARD BOARD VP, Distribution Kimberly Sundy, The Kellogg Company CALIBRCALIBR Global Global Leadership Leadership Network Network thanks thanks Lead Lead Hilton International TimothyTimothy Foy Foy Amani Brown, Marriott International SponsorSponsorOUR ORGANIZATION SPONSORSCEOCEO and and President President CALIBRCALIBR Global Global Leadership Leadership Network Network JIMMIE PASCHALL* OUR ORGANIZATIONJessica Battle SPONSORSFrieson, Prudential FinancialOFFICERS ANDCALIBR BOARD Global Leadership Network thanks Lead Executive Vice President Sponsor ChiefChief Strategy Strategy Officer Officer Head of Enterprise Diversity & Inclusion and OfficialOfficial Talent Talent Sports Sports Marketing Marketing CALIBR VelmaGlobal Leadership Deleveaux, Network Booz thanks LeadAllen HamiltonTimothy Foy Oral Muir* Strategic Philanthropy OURSponsorOUR ORGANIZATION ORGANIZATION SPONSORS SPONSORSCEO and PresidentOFFICERSOFFICERS AND AND BOARD BOARD Michelle Greene, MASCO ShavonneShavonneChairman, Gordon Gordon CALIBR Wells Fargo CALIBR Global Leadership Network COO and Vice President CALIBR Global Leadership NetworkCALIBRCALIBR Global thanks Global Leadership Lead Leadership Network Network also also thanks thanks COO VP,and Distribution Vice President OUR ORGANIZATION SPONSORS OFFICERS ANDCALIBR BOARD Global Leadership NetworkChief thanks Strategy Lead OfficerTimothyTimothy Foy Foy VP, Diversity Recruiting and US Card DELE OLADAPO Viveca Fairbanks-Henderson,SponsorSponsor ECOLABSupportingSupporting Sponsors Sponsors VP, DiversityHilton International Recruiting and US Card Official Talent SportsCEOCEO Marketing and and President President Vice President & Chief Enterprise Architect and CALIBR Global Leadership Network thanks Lead TalentTalent Acquisition Acquisition Timothy Foy Oral Muir* CALIBRCALIBRCALIBR Global Global GlobalLeadership Leadership Leadership Network NetworkJimmie also Network thanks Paschall* Technical Innovation Officer Sponsor Shavonne Gordon CapitalCapital One One OUR ORGANIZATION SPONSORSCEO and PresidentOFFICERS AND BOARD Chairman, CALIBRChiefChief Strategy StrategySupporting Officer Officer Sponsors Executive Vice President Prudential Financial COO and Vice President CALIBRCALIBR Global GlobalLeadership Leadership Network also Network thanks VP, Distribution OfficialOfficial Talent Talent Sports Sports MarketingGresford MarketingGresfordHead Gray of GrayEnterprise Diversity & CALIBR Global Leadership Network thanksChief Lead StrategySupporting Officer Sponsors VP, Diversity Recruiting and US Card CFOCFO andInclusion and Treasurer Treasurer and Strategic Philanthropy Timothy Foy Hilton InternationalShavonneOral Muir* Gordon MICHELLE D. GREENE Sponsor OfficialOur Talent Organization Sports Marketing SponsorsTalent Acquisition Shavonne Gordon DirectorDirectorWells of Fargo Financeof Finance Vice President CEO and President COOChairman, and Vice CALIBR President CALIBRCALIBR Global Global Leadership Leadership Network Network alsoJimmieCapital also thanks thanks One Paschall* COO and Vice PresidentACAACA Compliance Compliance Group Group CALIBR Global Leadership Network VP, Distribution Information Systems Shavonne Gordon SupportingSupporting Sponsors SponsorsExecutive Vice PresidentVP,VP, Diversity Diversity Recruiting Recruiting and andDele US USCard Oladapo Card Chief Strategy Officer Gresford Gray FranklinFranklin Reynolds Reynolds MASCO Corporation CALIBR Global Leadership Network also thanks COO and Vice President Head of EnterpriseTalentHilton DiversityTalent AcquisitionInternational Acquisition & Vice President & Chief Enterprise Official Talent Sports MarketingCFO and Treasurer CCOCCO and and Secretary Secretary Supporting Sponsors VP, Diversity Recruiting and US Card Inclusion and StrategicCapitalJimmieCapital Philanthropy One Paschall* One Architect and Technical MARIO LEWIS Talent AcquisitionShavonne Gordon WellsDirector Fargo of Finance SeniorSeniorInnovation Account Account Manager, Officer Manager, Strategic Strategic ISV ISV GresfordExecutiveGresford GrayVice Gray President Senior Bank Examiner Capital One COO and Vice President ACA Compliance Group SalesSalesPrudential Financial CALIBR Global Leadership Network also thanks Dele Oladapo CFOHeadCFO and of and EnterpriseTreasurer Treasurer Diversity & Federal Reserve Bank of New York VP, Diversity Recruiting andFranklin US Card Reynolds AmazonAmazon Web Web Services Services Supporting Sponsors Gresford Gray Vice President & ChiefDirectorInclusionDirector Enterprise of and Financeof StrategicFinance PhilanthropyMichelle D. Greene CALIBR Global Leadership NetworkTalent Acquisition also thanks SupportingCCO and Secretary Sponsors CALIBR Board of Directors LLOYD BROWN* CFO and Treasurer Architect and TechnicalACAWellsACA Compliance Fargo Compliance Group GroupCALIBRVice Board President of Directors Senior Account Manager, Strategic ISV Managing Director Director of FinanceCapital One Innovation Officer TimothyTimothyInformation Foy Foy Systems FranklinDeleFranklin Oladapo Reynolds Reynolds Citi ACA Compliance Group Sales CEOCEO andMASCO and President President Corporation Gresford Gray Prudential FinancialCCOViceCCO andPresident and Secretary Secretary & Chief Enterprise CFO and Treasurer Amazon Web Services CALIBRCALIBR Global Global Leadership Leadership Network Network Franklin Reynolds Michelle D. GreeneSeniorArchitectSenior Account Accountand Technical Manager, Manager, StrategicMario Strategic Lewis ISV ISV LATOYA LANG Senior Bank Examiner CCO and SecretaryDirector of Finance ViceCALIBR President Board of DirectorsSalesInnovation Officer ChiefChief Strategy Strategy Officer Officer CALIBR Corporate Counsel Sales Federal Reserve Bank of New York Senior Account Manager,ACA Compliance Strategic Group ISV Prudential Financial OfficialOfficial Talent Talent Sports Sports Marketing Marketing Staff Attorney InformationTimothy Foy SystemsAmazonAmazon Web Web Services Services Sales CEO and President Lloyd Brown* ASHP Franklin Reynolds MASCO CorporationCALIBRMichelle Board D. Greene of DirectorsMoniqueMonique Jefferson Jefferson Amazon Web Services CALIBR Board of DirectorsManaging Director CCO and Secretary MarioCALIBR Lewis Global LeadershipVice President Network ImmediateImmediate Past Past President, President, CALIBR CALIBR * Current ELC members TimothyTimothy Foy Foy Citi CALIBR Board of DirectorsSenior Account Manager, StrategicSeniorChief Strategy Bank ISV Examiner OfficerInformation Systems HeadHead of HRof HRBusiness Business Services Services CEOCEO and and President President LaToya Lang Sales FederalOfficial TalentReserve Sports BankMASCO Marketing of New Corporation York andand Global Global IT HR IT HRBusiness Business Partner Partner PRINTING AND DESIGN Timothy Foy CALIBRCALIBR Global Global Leadership Leadership NetworkCALIBR Network Corporate Counsel Amazon Web Services LloydMonique Brown* Jefferson HoganHogan Lovells Lovells DAS GRAPHICS AND PRINTING, INC. CEO and President ChiefMarioChief Strategy Lewis Strategy Officer Officer Staff Attorney ManagingImmediate Director Past President,Senior Bank CALIBR Examiner CALIBR Global LeadershipCALIBR Board Network of Directors OfficialOfficial Talent Talent Sports Sports Marketing MarketingASHP CitiHead of HR BusinessFederal Services Reserve – Americas Bank of New York Chief Strategy OfficerTimothy Foy DavidDavid Greene Greene 2 THE GENERATOR www.mycalibr.com LaToya Lang FallMonique 2020,Monique Issue Jefferson Jefferson 1 * Current ELC members Official Talent SportsCEO Marketing and President20202020 STEERING STEERINGand Global COMMITTEE COMMITTEE IT HR BusinessLloyd Brown* Partner CALIBRCALIBR Chief Chief Programs Programs Officer Officer CALIBR CorporateImmediate CounselImmediate Past Past President, President, CALIBR CALIBR CALIBR Global Leadership NetworkHogan Lovells Managing Director Monique Jefferson Staff Attorney HeadCitiHead of HRof HRBusiness Business ServicesMichelle ServicesMichelle AmericasThornhill Thornhill Message From Dear CALIBR Members, Guests, and Sponsors: The President Welcome to the 2020 Virtual Global Executive Forum. Since the start of this year, our programmatic theme has been Future Fit for Senior Leadership. That theme now has unprecedented importance given the global pandemic.

During the event, you will learn how to adapt and thrive in these unforeseen circumstances. The sessions will provide insight on how to drive impact in the face of market volatility and build strong teams despite the pressure to perform in a generation- defining crisis. Given the stressors that many of you face, we’ve also added an Executive Wellness curriculum to the agenda to continue CALIBR’s longstanding initiative to strengthen your work- life balance and ensure you are mentally and physically healthy in this ever-changing climate.

CALIBR is changing as well. Over the last few years, we’ve researched both the member and the sponsor experience. This includes understanding how members learn and build relationships while also considering how our partnering organizations retain and develop high potential talent.

Given the data we’ve gathered and the advent of COVID-19, we’ve decided to refresh our business model over the next three years to ensure it’s supported by Steering Committee Members – relationship managers from sponsoring organizations and regional leads. Along with creating a customized experience depending on whether a member is high-promise, high-performing, or high-potential, our programming will emphasize business acumen excellence and T-shape leadership as top priorities for career advancement and organizational strength. Member-favorites like business book clubs and cohort business challenges will return to help members build relationships around a shared interest or learning activity. And we’ll experiment with Brain Trusts and Mastermind Groups while our CALIBR coaches play an expanded role in spearheading leadership development efforts.

I can’t wait to show you the dynamic slate of programming at the 2020 Global Executive Forum and what’s ahead in 2021.

Sincerely, Tim Foy Tim Foy President CALIBR Global Leadership Network

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 3

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4 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 FEATURED SPEAKERS

ALEX BROWN serves as Program Coordinator KAIHAN KRIPPENDORFF is a sought after for the Center for Koru Mindfulness and he is keynote speaker on strategy, transformation, also a Koru Mindfulness Trainer. In those roles, growth and innovation. Leveraging his he helps train a diverse community of teachers research from his tenure as a McKinsey to bring mindfulness practices to students consultant, Kaihan wrote five books and around the world. founded Outthinker, a growth strategy and innovation consulting firm that has created over $2.5B in ANGELA DURHAM is the founder and revenue for many of the world’s most well-known companies. managing partner of Redwood Consulting Partners LLC. As a mentor and coach, Angela KATHRYN ROSS is the global lead for Open becomes the company’s advocate helping Innovation where she works to connect leaders confront limiting behaviors and find Accenture’s ecosystem partners to clients to new energy to move forward. Her experience drive growth, and to help clients innovate and includes C-suite development (CEO, President, Boards, CRO rotate to the new. She is also the lead for the and COO) for banking and investment institutions as well as Black Founders Development Program, which teaching and coaching for the Rutgers and Columbia University is helping to level the playing field for Black technology startup programs. Angela also works as a Peer Advisor with Lee founders and entrepreneurs through investment, mentorship, Hecht Harrison’s International Center for Executive Options community, and support. Kathryn is a strong leader, focused (ICEO), where she works with C-suite and senior executives on closing the gap between clients and entrepreneurial start- transitioning from their organizations to new careers or post- ups helmed by minority or women founders/CEOs as well as career lives. ventures in the sustainability or social impact space.

CRAIG RICHEY is a managing director, who DR. LORRIE MILLER, an award-winning leads Accenture’s strategy and consulting licensed therapist is the onsite provider for business in the Midwest Market Unit. ESPN Charlotte and the COO of Emind Wellness Strategy and Consulting delivers key services & Training Institute (EWTI), PC in Charlotte, NC. across all industries and functions including Dr. Miller has been in practice since 2009 and the functional domains of finance, talent & specializes in helping employees manage the human potential, supply chain and operations, customer sales pressures and expectations of high stress work environments and service, applied intelligence, and technology. Craig has by utilizing Emotional Intelligence Enhancement Theory. responsibility for over 2,000 high performing team members Specifically, she helps with mild to severe anxiety symptoms, within the Midwest Market Unit. He is a seasoned executive stress management and EQ Enhancement. She offers her management consultant with experience in corporate specialty across 3 tiers 1. Therapeutic services to individual strategy, finance & operational transformation, organizational employees, their families, couples and groups 2. Employee alignment, business process reengineering and technical wellness seminars and 3. Life coach training and certification. enabled transformations MOHAMED KANDE serves as the US & HOLLY ROGERS, M.D. is one of the develop- Global Advisory Leader at PwC. He also serves ers of Koru Mindfulness, an evidence-based as the CEO of the combined PwC consulting program for teaching mindfulness and medita- businesses in the US, Mexico, Japan and tion to college-age adults. She is a co-founder China. Previously he was PwC’s US and Global of the Center for Koru Mindfulness, an agency Advisory Leader for the technology, media, dedicated to developing and delivering mind- telecoms, and hospitality industry sectors. His expertise spans fulness programs for young adults. The Koru Center envisions a the areas of operational strategy, technology development, world where young adults everywhere create just, meaningful mergers and acquisitions. lives, and in the service of that vision, works to train a diverse community of teachers to bring mindfulness practices to stu- dents around the world.

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 5 RALPH JARDINE is the U.S. Head of Inclusion STEVEN HAINES is an author of three best- and Culture at HSBC. His focus is to build an selling books about Product Management, industry leading culture in banking, in which and one focused on Business Acumen – all inclusion optimizes business performance. published by McGraw-Hill. Steven Haines Ralph’s charge is to transform and is also the founder of Sequent Learning accelerate HSBC USA’s progress in advancing Networks, an internationally positioned opportunities for employees, advance inclusive partnerships training and organizational advisory services firm focusing with customers, and investing in communities that need the on Product Management. He is also the founder of The most support. Business Acumen Institute (www.businessacumeninstitute. com). Steven and the members of his firm work closely RALPH HOLMES is Senior Vice President, U.S. with senior leaders to diagnose organizational issues, Markets and President Southwest Region for provide focused training and advisory programs. Cigna Corporation. His responsibilities include Steven also delivers speeches and facilitated discussions to leading the development of innovative business leaders on a variety of topics related to business strategies and approaches that improve the excellence, product management, and market leadership. health, well-being and sense of security in the communities that Cigna serves. Ralph joined Cigna in December WETTENY JOSEPH has served as Catalent’s of 2016 as the President of Cigna’s Arizona market. He brings Senior Vice President and Chief Financial over 25 years of healthcare and employee benefits expertise in Officer since February 2018. He first joined leading businesses in regions around the country. Catalent in 2008 as Vice President and Corporate Controller, and held senior finance RAM CHARAN is the co-author of bestsellers positions until October 2015, when he was Execution and Confronting Reality and named President, Clinical Supply Services. Before joining the author of What the CEO Wants You to Catalent, Mr. Joseph held a variety of senior financial positions Know and 10 other books. A noted expert at the industrial distribution company HD Supply, including as on business strategy, execution, building a CFO of its $1.2 billion plumbing and HVAC business unit. He also high-performance organization, 21st century served as Corporate Controller for Hughes Supply, a Fortune leadership, corporate boards and succession, he has worked 500, NYSE-listed company that was acquired by Home Depot with leaders of some of the world’s most successful companies, and became part of HD Supply. including GE, Bank of America, Verizon, Coca-Cola, 3M, Merck, Aditya Birla Group, and Tata Group. As CFO – Americas for Hogan Lovells, WILLIAM M. WASHINGTON, III works TIFFANY EUBANKS-SAUNDERS is an closely with firm leadership to formulate a executive leader at Bank of America vision for the future for the firm and provide Corporation, where she serves as the an understanding of the firm’s financial Tennessee Market Executive for the picture to help drive profitability. William is Private Bank business. In this role, Tiffany responsible for billing, eBilling, collections, cash management is responsible for growing business in the (firm and client trust accounts, application of receipts, treasury region, focusing on high net worth families, institutional management), compensation related (partners, attorneys and clients and prospects throughout Tennessee and Kentucky. business services), payments to vendors (including expense Tiffany also served as Bank of America’s Supplier Diversity reports), and any reporting, analysis or presentation needs. and Development Executive, responsible for achieving Bank of America’s corporate commitment to spending $10 Billion WOLFGANG KOENIG has been Category with small, medium and diverse suppliers. Under Tiffany’s President of Kellogg North America, overseeing leadership, Bank of America was inducted as the first financial the Kellogg North America Commercial services institution to join The Billion Dollar Roundtable for Category Organization, since January 2019. He Supplier Diversity in 2014. previously served as President, US Morning Foods. Wolfgang also serves as Executive Sponsor of Kellogg African-American Resource Group (KAARG), one of eight business employee resource groups in the company.

6 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 FEATURED CALIBR MEMBERS

CHARLES MOORE is an executive coach and with over 20 years of experience. Most recently Sabina consultant who helps leaders achieve more served as the Pfizer Upjohn Chief Information Officer (CIO) impact and organizations better execute on accountable for Business Technology strategy, operations, and strategy. As the Principal of Thrive Street technology programs aligned with Executive Management and Advisors, he focuses on the intersection of business objectives for Pfizer Upjohn (a $10B+ business, across strategy, implementation, and leadership. 60+ markets, 8 manufacturing plants, and 12K employees). That is, helping executives improve their ability to achieve results, but with a clear lens for the leadership, TRACEY MACK ASKEW is the Managing management, and personal practices that are most relevant for Director of HD Vocational Platform their purpose, their strategy, and their organization’s culture. Development, where she oversees and He has coached leaders in organizations across both the for- promotes excellence across the full vocational profit and nonprofit sectors, including Capital One, Hilton segment. With over 19 years of experience in Hotels, and Advancing Real Change. the automotive industry, Tracy Mack-Askew offers a broad-based background and a unique MICHELLE GREENE is currently the Chief perspective in the areas of innovation, business scalability, Information Officer at Masco Corporation, revenue generation, and organizational leadership. which is based in Livonia, Michigan. In this role, she is responsible for aligning the IT LAURENCE LATIMER is founder of LGL strategies and initiatives supporting Masco’s Growth Consulting International, a consulting corporate functions and overall business firm that helps clients identify, build, and scale objectives. In addition to providing leadership2020 MEMBERSHIPnew APPLICATION business initiatives. IS NOW Prior AVAILABLE to returning for the Corporate IT organization, she directs the planning and to LGLG Consulting, Laurence was head of implementation of corporate IT solutions. She also oversees ventures for IEX Group which operates the and develops Masco’s enterprise-wide IT shared services and APPLYInvestors TODAY! Exchange (IEX). During his 5-year information security policies and guidelines. tenure at IEX, he was responsible for corporate and business CALIBR is a membershipdevelopment, organization venture dedicated investments, to accelerating and the seniorthe leadershiplaunch ofreadiness 4 new of high DR. VELMA DELEVEAUX is an accomplishedpotential senior-levelbusinesses. managers, entrepreneurs, and executives. Through specialized training, mentoring, executive who brings over 25 years ofcoaching expe- and relationship-building opportunities, CALIBR gives its members access to the best practices 2020 MEMBERSHIPrience APPLICATIONas a change agent ISfor NOWgovernment, thatAVAILABLE drive business success. CALIBR membersBOB MASHALLhold high-level leadershipis the National roles across multipleBusiness industries, De- academic institutions and commercialgovernment, orga- academia and the non-profitvelopment sector, with Executive one in five members with being Wells the CEO Fargo of their Bank own nizations. As a leader in Booz Allen’sentrepreneurial Cyber enterprise. for the Small Business Development Group. Security,APPLY Engineering TODAY! and Science practice, He is responsible for leading a team of Busi- she drives growth and creates value forTo apply cli -for CALIBR membership, please visitness mycalibr.com, Development click the application Leaders link, acrossand submit thethe following: foot- CALIBR isents a membership - advising organization executives dedicated on to effective accelerating strategies the senior leadership to develop readiness1. of highResume print that5. isProfessional charged Peer with acquiring new cus- cyber defense solutions, successfully launch new products and 2. Bio tomers withRecommendation sales ranging Letter from $2 - $5 million. potential senior-levelservice offerings,managers, entrepreneurs,improve operational and executives. efficiencies, Through specialized navigate training,- or mentoring, coaching and relationship-building opportunities, CALIBR gives its members access to the best practices3. Digital Photograph 6. Recommendation from CALIBR ganizational transformations and increase technology transfer 4. Essay ResponsesCHERYL G. orWADE ELC Member is a highly action and re- that drive businessand commercialization. success. CALIBR members holdShe high-levelis responsible leadership for roles acrossP&L, multiple account industries, sults oriented strategic change and engage- government,strategy, academia and client the non-profit relationship sector, management,with one in five riskmembers managementbeing the CEO of their own ment leader with an over 18-year track record entrepreneurialand enterprise. external partnerships. of success advising public and private sector Applicationcompanies Deadline: on March strategic 6, large-scale2020 transfor- A champion for 21st century Information mation initiatives. As Cigna’s Senior Director, To apply for CALIBRWHAT membership, IS IN A NAME? please visit mycalibr.com, click the application link, and submit the following: A brand should... Technology organizations that move beyond Global Head of Diversity and Inclusion she the back office to Information Technology as leads the enterprise-wide D & I strategy. She drives the formu- convey demonstrate1. Resumeinform 5. Professional Peer Character Agility Leadershipa strategic enabler of top line and bottom-line lation and execution of creative and innovative programs, as 2. Bio results, SABINA A.Recommendation EWING is aLetter passionate, well as processes and procedures for identifying, attracting, 3. Digital Photograph 6. Recommendation from CALIBR encourage lend reinforcetransformational global technology leader and retaining diverse talent at all levels of the organization. Integrity B4. readthEssayReputation Responses or ELC Member

Application2021 Deadline: NEW March MEMBER 6, 2020 APPLICATION IS NOW AVAILABLE caGlobal Leadershiplibr Network

mycalibr @mycalibr CALIBR learn more at: www.mycalibr.com The deadline is MARCH 8, 2021. CLICK HERE TO VIEW THE APPLICATON Applicants are required to submit the following:

1. Resume 4. Essay Responses 6. Recommendation letter from a CALIBR or ELC 2. Bio 5. ProfessionalFall 2019, Issue 1 Peer www.mycalibr.com THE GENERATOR 27 member 3. Digital Photograph Recommendation Letter

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 7 WE’RE BETTER TOGETHER. Our unique backgrounds, life experiences and passions make us individuals. But when we work together as a diverse group of creative thinkers and doers, we become stronger as a united team. And that’s when we make a real-world impact. WESTROCK CONGRATULATES CALIBR’S CLASS OF 2020, INCLUDING OUR TEAM MEMBERS SUKAI CROOK, ALEN JONES AND TRAVIS KEY.

westrock.com

8 THE GENERATOR www.mycalibr.com Fall 2020,2019, Issue 1 ALL-IN ON EQUITY At Capital One, we stand with our Black associates, customers and communities in acknowledging the need for systemic and sustainable change. We support equality in all forms.

We’re a proud partner of the Calibr Global Leadership Network. Join us.

capitalonecareers.com

Capital One is an equal opportunity employer committed to diversity and inclusion in the workplace. All qualified applicants will receive consideration for employment without regard to sex, race, color, age, national origin, religion, sexual orientation, gender identity, protected veteran status, disability or other protected status. Let the tough times roll. WE’RE READY. By Stacey Williams Tyson

“Volatile and uncertain situations are not something to which we look forward. Quite frankly, I suspect we would all like to avoid these environments if possible. But clearly, this is not realistic.”

have the gift of administration and ensuring In the process of trying to write this article, I encountered organizational effectiveness and efficiency. I tremendous difficulties - significant “writer’s block” Irecognized this some time ago - my ability to lead and quite simply writer’s “I’m not.” I realized in my teams, Board of Directors, and event committees. The attempt to increase your awareness about VUCA common denominator, in my gift, has been and continues (Volatility, Uncertainty, Complexity and Ambiguity), I was to be leading groups toward a common goal - establishing experiencing my own self-imposed VUCA environment, effective processes and procedures and ensuring order. and I had to take my own advice to succeed. What my gift or joy is not...is writing. Three drafts later and days of struggling, it took my You may recall an exercise we completed last year during daughter, Khilee Scott, a fourth-grade writing teacher, to one of CALIBR’s sessions. We were asked to write down help me realize that my story and experience was the best “What You Are Good at, but don’t like.” My first item was example ever. Khilee said, “You are in VUCA. Write about “Writing” - this was one of two items that I could think of that.” She was right. Nope, there weren’t thousands or at the time. However, when CALIBR asked me to write an millions of dollars on the line. Nope, this wouldn’t make article for the Fall newsletter, I deliberated, but eventually or break a deal, but the principle was the same. VUCA said, “Yes,” thinking it would be a growth opportunity comes in all shapes and sizes, and no matter the shape or for me - something that would stretch me outside of my size, we must learn to operate in these environments. We comfort zone. And, stretch it did. must learn to move forward.

VUCA comes in all shapes and sizes, and no matter the shape or size, we must learn to operate in these environments.

What is VUCA Vanyway? CA

10 THE GENERATOR www.mycalibr.com UFall 2020, Issue 1 Most of you know CALIBR’s theme this year is focused on Second, we must seek to understand. “In all of your how we prepare for VUCA environments. When I read getting, get understanding.” No matter the situation about it in the Summer agenda, the words made me and no matter what we think we know, there is more to pause. If I were to be completely honest and transparent the story and more for us to understand. We should be with you, reading these words created a sense of asking ourselves, our teams, and others: What’s working? uneasiness for me. Volatile and uncertain situations are What’s not working? How can we break this situation not something to which we look forward. Quite frankly, I down into manageable pieces? And, when we receive suspect we would all like to avoid these environments if feedback and want to dig deeper, we should never forget possible. But clearly, this is not realistic. Look at where we the simple power of “Why?” and “Why not?” When I are today in the year 2020. Think about how easy it was shared my writing dilemma, Khilee asked me about my for me to create my own VUCA environment on a much biggest challenge? Why was it so difficult? Once I figured smaller scale. that out, the uneasiness lifted.

Taking a deeper dive into the VUCA framework, I Clarity is the third goal. This concept can help reduce discovered that vuca-world.org describes how we should or eliminate complexity. I’ve asked myself on several define our leadership and strategy when facing difficult occasions throughout my career, “Why does this have situations. There is another “framework” that has the to be so complicated?” or “Why does this have to be same acronym but an entirely different meaning. This so hard?” I’m sure you have asked these questions as VUCA shifts our focus to practical tools that can help us well. Sometimes we must force ourselves to consider to not only survive but quite possibly thrive in challenging what really matters the most. Once we know the answer, times. It’s simple: we start to remove barriers and chip away at the processes and tasks that have become unnecessarily complex. ISION The real-life example of writing this article proves this V point exactly. The simplicity in this story was sharing my NDERSTANDING truth. Anything other than that, anything more complex, U did not work. I needed clarity. Plain and simple. LARITY C Lastly, agility and adaptability may be two of the GILITY/ADAPTABILITY most important tools we can have as leaders and business A owners. With all the ambiguity around us, not locking What if we consistently defaulted to these principles as ourselves into “the only solution” or “the only way” will individuals, team leaders, and business owners? Couldn’t serve us greatly. As soon as my daughter shared her the results be profound? Vision versus volatility. knowledge and ideas with me, I quickly pivoted and took Understanding instead of uncertainty. Clarity over a chance. She had a great idea. I adjusted, and it worked. complexity. Agility versus ambiguity. Let’s explore this How do I know? I’m almost finished with this article. shift. The original VUCA environment can be First, we must know our purpose and create a vision for ourselves and our teams. The basic definition of vision painful. I experienced it for days until I is the “ability to think about or plan the future with changed my focus. Vision, Understanding, imagination or wisdom.” We may get off course and the route may change, but there is comfort in knowing the Clarity, and Agility can create positive destination. We should take every opportunity to clearly change in any circumstance. state our vision, boldly spreading hope and a future to our teams, especially in the midst of volatility. In writing I highly recommend weaving these core principles into this article, my team consisted of family members who your everyday planning, decision-making, and actions. So, shared my vision of writing success. when the tough times come, you are ready.

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 11 Accenture (NYSE: ACN) has launched As part of the new program, Accenture and a strong mentoring effort will the Black Founders Development Ventures is establishing the Black be commensurate with Accenture Program, a new initiative that Founders Development Fund. The Ventures’ approach with its most will invest in and support Black fund will make strategic investments strategic funds. The fund will have an technology startup founders and in early-stage, Black-founded and initial focus on North America, with entrepreneurs. Led by Accenture -run software startups and other plans to expand globally at a later date. Ventures, the program will seek market development initiatives, to help Black business owners and applying Accenture’s vast technology, According to a study by RateMyInves- leaders advance and grow their innovation and investment expertise, tor and VC Diversity, Black founders technology businesses through and powerful network of technology of companies receive less than 1% of greater, more direct access to venture ecosystem partners. To help Black all venture capital funding, which in capital, corporate mentorship and entrepreneurs achieve their goals the U.S. alone, totaled approximately strategic connections with Accenture and make a meaningful impact, the $130 billion. Similarly, a Kauffman business partners and clients. commitment of investment funds Foundation analysis of U.S. Census

“Our Black Founders Development Program will help drive economic inclusion and create new advancement opportunities for Black business owners and leaders by bringing to bear the full power of our global technology business and extensive relationships with clients, partners and the venture capital community. Leadership, resources, technology and investment knowledge are all areas where Accenture can deliver significant support to Black entrepreneurs, helping them to accelerate innovation and further grow their businesses.” — Kathryn Ross Global Open Innovation Lead and the Black oundersF Development Program Lead for Accenture Ventures

12 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 “We intend to play a meaningful Other recent company actions in- role in creating the next generation clude Ms. Sweet’s role as co-chair of of Black technology startups, and the new 27-member New York Jobs the demonstrated business lead- CEO Council, a non-profit coalition ers on our Black Founders Develop- of CEOs from leading companies that ment Advisory Council are equally have pledged to hire 100,000 low-in- committed to sharing their experi- come New Yorkers from under-served ences, insights and connections to communities over the next decade. help Black founders achieve their business objectives,” explains Ross. Launched in 2015, Accenture Ven- Accenture Ventures plans to an- tures makes targeted equity invest- nounce additional advisory council ments in emerging technology start- Bureau data found that 28% of Black members and its first participat- ups, matching their capabilities with entrepreneurs’ profits were limited ing founders in the coming months. the business needs and priorities of by lack of access to capital, compared Accenture’s clients. Its Open Innova- to just 10% of white entrepreneurs. The Black Founders Development tion arm acts as a bridge to the global Program is part of Accenture’s broad- innovation ecosystem by bringing Ac- “Black entrepreneurs continue to er effort to fight racism. On Septem- centure’s clients together with best- innovate, but face bias and lack ber 1, 2020, Accenture CEO Julie in-class, enterprise-relevant startups access to capital and opportunity Sweet announced that by 2025 the to unlock their growth potential and in the venture capital communi- company would: accelerate digital transformation. ty, receiving a disproportionately small amount of funding,” said Paul Daugherty, group chief executive – ● increase the Technology and chief technology of- representation of ficer at Accenture. “Big change is African American and clearly needed, and Accenture Ven- Black people in the tures will help lead that change.” organization from 9% To help guide its future investment to 12%; and strategy, Accenture Ventures has es- tablished a Black Founders Develop- ment Advisory Council made up of ● increase the number diverse, established business leaders of African American and partners to help guide and men- and Black managing tor Black founders and CEOs. The directors from 2.8% first two council members appointed are Kay Koplovitz, founder of USA Net- to 4.4%. works and the current chairman and co-founder of Springboard Enterpris- es, a community of nearly 800 wom- ABOUT ACCENTURE ››› en founders and leaders of emerging Accenture is a leading global professional services company, providing a growth companies spanning the globe broad range of services in strategy and consulting, interactive, technology and and across all industries; and Corey E. operations, with digital capabilities across all of these services. We combine Thomas, chairman and CEO of Rapid7, unmatched experience and specialized capabilities across more than 40 Inc. (Nasdaq: RPD), a leading provider industries — powered by the world’s largest network of Advanced Technology of security analytics and automation, and Intelligent Operations centers. With 513,000 people serving clients in more who previously served on the U.S. than 120 countries, Accenture brings continuous innovation to help clients Commerce Department’s Digital Econ- improve their performance and create lasting value across their enterprises. omy Board of Advisors. Visit us at www.accenture.com.

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 13 14 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 Hogan Lovells is proud to support CALIBR.

www.hoganlovells.com © Hogan Lovells 2018. All rights reserved. Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 15 Simple but not all that easy. Our minds quite naturally resist the pres- ent moment and ramble into areas of Mindfulness concern, problem solving, and doubt. But you can train the mind just like you can train the body. The way you Meditation develop the capacity for this non- FOR STRESS RELIEF judgmental, present-moment aware- ness is through the practice of medi- tation. You can do meditation sitting AND LIBERATION down, lying down, walking or stand- ing. What really matters is what you By Holly Rogers do with your mind. Mindfulness Coach The Center for Koru Mindfulness You don’t have to sit in any special posture or chant special words or be any sort of special person. All you have to do is be willing to spend some time training your mind--your- ner vous system--to notice with curious compassion the experience of the Life is stressful moment. The easiest way to do this is to start these days. by anchoring your awareness on the I mean really stressful. flow of your breath. You can try it right now. Here’s how: So, what to do? • Sit down, One suggestion, and not a new one, • close your eyes, and is mindfulness meditation. • count ten breaths. But what is mindfulness? Your mind is definitely going to wan- And what is the purpose of der off after just a few breaths be- meditation? cause that’s what minds do. When you notice your mind has left the sta- The answer to the first question is tion and you have stopped counting relatively easy. Mindfulness is the ca- breaths, simply go back to counting pacity to hold your attention steadily breaths. Be gentle, yet persistent. in the present moment, letting go of Bring patience to the wandering mind worries about the future or regrets as you guide it back to your breath. about the past. Importantly, mind- Don’t judge yourself or argue with fulness requires that you bring an at- yourself or criticize yourself. Just start titude of compassionate curiosity to counting breaths again. these observations of the moment. If you count ten breaths, three times, So, mindfulness is really just that will be about three minutes of non-judgmental, present-moment meditating, a decent start. Do it again awareness. Simple. tomorrow, working your way up to

16 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 about ten minutes at a time over the These benefits of stress reduction are as both Black and queer, talks about next few days. important, and yet the Buddha, who this in his book, Love and Rage: The devoted his life to developing con- Path of Liberation Through Anger. He Meditation is for your mind, like templative practices that could uni- talks about how meditation led him working out is for your body. It is versally reduce suffering, was point- to the wisdom within the rage he necessary for optimal fitness. Think ing towards something more. The carried as a direct result of walking about it that way, and maybe it will Buddha said: through the world bearing two mar- be easier to incorporate into your ginalized identities. day. The purpose of our practice Lama Rod says: But why? “ is to abandon ill will and “I have had to learn to love my anger, to treat it as I would treat hatred, and abide with a Now we are to the point where you, anyone or anything that I con- quite reasonably, ask, “Why should I mind compassionate for the sider precious and beautiful...It invest time simply sitting and watch- was because of this new relation- ing my breath?” welfare of all beings. ship that my anger was no longer something that controlled me.” The most obvious and popular an- Notice he is not talking about stress swer to that question is that even a management. He is talking about lib- He is showing us how meditation little bit of mindfulness can start to eration from toxic mind states in the practice offers a path to profound lib- make life easier to bear. The most service of creating a more compas- eration from suffering. consistent finding in all the moun- sionate, more just world for all. tains of research done on mindful- Thich Nhat Hanh, a Vietnamese monk ness, is that it helps us manage our The Buddha and the many teachers and beloved teacher who has lived stress a bit better. Even when exter- who have followed in his footsteps through tremendous pain and loss, nal stressors don’t actually decrease, for millenia are interested in the says it simply and directly: folks feel less pressured and stressed. small struggles, but also the much Further, mindfulness meditation bigger ones. “We are here to awaken from the makes us more resilient; better able illusion of our separateness.” to zoom out and take perspective; Mindfulness meditation, from its ori- more practiced at noticing moments gin, was meant to help with major life Whatever your own path, whether of beauty and joy, even in the midst challenges like living with the isola- you are seeking much needed stress of struggle. tion, loss, and grief of a pandemic; or relief or something more transforma- dealing with the rage and hurt that tive, 2020 is perhaps the year to ex- With relatively little practice, say arise as a result of oppression, ineq- plore what a mindfulness meditation ten minutes most days for a couple uity, and fear. practice can offer you. weeks, mindfulness meditation can reduce tension, improve your sleep, Relief from these greater pains are Resources for further learning: and improve your concentration. It closer to what the Buddha was point- will likely make you a bit more pa- ing towards when he articulated the The Inner Work of Racial Justice tient, and a bit less irritable. purpose of a meditation practice. He by Rhonda Magee was offering a more fundamental re- alignment of how we move through Peace is Every Step the world. by Thich Nhat Hanh Beyond Stress Relief: Liberation Modern teachers have continued to Love and Rage: The Path of emphasize this path of transforma- Liberation Through Anger tion. Lama Rod Owens, who identifies by Lama Rod Owens

Fall 2020,2019, Issue 1 www.mycalibr.com THE GENERATOR 17 catalent is a proud partner of calibr

diversity & inclusion create the formula for success

At Catalent, we value unique backgrounds and experiences and provide our employees with the resources they need to realize their full potential. We believe different perspectives drive innovation and are committed to creating a workforce that reflects the world in which we live and the diversity of the patients we serve. Join our team of talented, diverse individuals who are working together toward a common goal: to help people around the world live better and healthier lives.

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© 2020 Catalent Pharma Solutions. All rights reserved. How to succeed in uncertain times Illustration by Adam McCauley A version of this In a difficult environment, leaders need to resist the impulse article appeared in the to adopt a defensive pose. They must instead take actions Summer 2020 issue that will position their organization for success. of strategy+business.

by Will Jackson-Moore, Heather Swanston, and Mohamed Kande

focus more on electric drivetrains and less on the internal

Uncertainty is like the weather. combustion engine. Regulatory uncertainty, another It’s always there, part of the atmosphere, omnipresent factor, is also at a high, as businesses and a condition over which individuals and grapple with shifting patterns of regulations such as tariffs, evolving data privacy regimes, structural shifts in organizations have very little control. The tax policy and the regulation of technology transfers, and severity of uncertainty, like the severity of international investment.

the weather, can rise and fall. At the moment, More than 10 years into the current global expansion, around the world, CEOs are operating under a there are widespread worries over growth itself. Over the past 12 months, the International Monetary Fund cut series of severe uncertainty alerts. its forecast for 2019 global growth from 3.7 percent to 3.0 percent. Few forecasters predict a global recession — There is great uncertainty surrounding the geopolitical there have been only two years in the last 75 (1944 and context in which companies operate: 2009) in which the global economy didn’t grow. But in • the continuing saga of Brexit; PwC’s 23rd Annual Global CEO Survey, some 53 percent of CEOs said they thought the economic growth rate • trade tensions between the U.S. and China; would be lower in the following 12 months than in the • tensions in the Middle East and Eastern Europe; past 12 months — up from only 5 percent saying that just and two years ago. What’s more, there are no signs that the • large-scale demonstrations against the status clouds of uncertainty will dissipate if a few outstanding quo in Chile, Lebanon, and Iran. issues are resolved. Few people are under the illusion that a decisive move on Brexit, or the repeal of some of There is structural uncertainty — namely, the disruption the tariffs that China and the U.S. have levied on each to many business models brought about by technological other, will lead to smooth sailing. change, the rapidly changing nature of work, climate change, and tectonic shifts in consumer needs and Leaders — being humans — are wired such that they have tastes. Consider, for example, how auto companies are difficulty coping with uncertainty. When these different beginning to retool their operations and supply chains to sources of uncertainty occur at once, exacerbating one

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 19 another, the level of general emotional uncertainty How should leaders manage in the face of uncertainty? rises. People tend to forecast by extrapolating recent The good news is that we know, from theory and practice, experience endlessly into the future. Once it becomes the right approach and mind-set to adapt. Sailors uncertain whether expected growth will materialize, navigating tricky winds, shifting tides, and mercurial people can easily become unmoored. When they receive weather systems prepare their vessels so they can sail information that muddles the view, they tend to react on safely and purposefully, and companies can do the in predictable ways that are not always constructive. same. Rather than simply reacting instinctively and Economist Herbert Simon won the Nobel Prize for his responding to the informational noise detected by their work on what he called “bounded rationality,” pushing instruments, leaders can move swiftly and proactively to back against the conventional wisdom that leaders are alter their course and chart a new one — and capitalize rational decision makers. Instead, he argued, they use on dislocations in the market. judgment shortcuts, called heuristics — rules of thumb that simplify things — to make decisions. The interlinked and mutually reinforcing attributes re- quired to succeed in uncertainty are clear. Whether the Consider the heuristics that appear during periods of topic is strategy or workforce, operations or deals, tax heightened uncertainty. Leaders reflexively reduce and regulation or finance, the same message applies. -Or investment, freeze hiring, slash marketing and brand ganizations must have a bias toward action. As a baseline, investments, avoid entering new markets, and sometimes companies must strive to be Fit for Growth*, by aligning stop making decisions altogether. Such defensive moves costs with priorities and strategy, investing in differentiat- are entirely understandable. And in previous periods of ed capabilities, and using traditional and digital levers to uncertainty, they may have been necessary for survival. execute. Rather than setting on a single fixed course, they But they can be counterproductive in the short term, must continually engage in scenario planning, construct- and even more so in the long term. Acting in a procyclical ing and evaluating an array of options that offer a broader manner — pulling in the reins when things are already view of the landscape and possibilities for success. They slowing down — has the effect of aggravating the situation must build the capacity to be agile — possessing the (as John Maynard Keynes’s paradox of thrift holds, balance and capability that enable them to shift focus, when households and companies cut spending amid priorities, and resources to meet changing circumstances. a recession or in its aftermath, it reduces demand and And they must evolve to become more resilient — able makes everybody poorer). Worse, it leaves companies to withstand strong external forces, quickly recover from poorly positioned to benefit from the next stage of the setbacks, and stay in a position to benefit from new cycle, when things start to improve. opportunities (see “Building agility and resilience”).

20 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 DYNAMIC STRATEGY their efforts on building out and scaling the capabilities It all starts with moving to craft strategy in a new way. that enable them to grow or reinforce competitive Strategy has historically been a linear enterprise: advantage. Continually monitoring performance provides define a future vision, a way to play, and differentiating real-time feedback. As the environment changes — as is capabilities, and then put investments behind them. But typical in times of heightened uncertainty — the process when the environment is highly uncertain, it is difficult to of market sensing and testing begins again. Pursuing have clarity on the path forward. The great challenge of such a path creates a much greater sense of optionality, managing amid uncertainty is that the potential outcomes prescribing the sets of capabilities and investments worth are much more numerous than is typically expected — for pursuing under different contingencies. Running multiple the economy at large, and for the behavior of competitors scenarios on how a company can succeed under different and consumers. That means that leaders need to be as sets of conditions increases confidence. It also leads to clear about what they will not do as they are about the the generation of an array of actions and capabilities initiatives they will pursue. In order to be more resilient (so-called no-regret options) that are good candidates to to change, as our colleagues Sundar Subramanian and invest in immediately, regardless of the cycle and level of uncertainty. Anand Rao have written, strategic decision making has to become more dynamic and probabilistic. Defining strategy, then testing and tweaking it to adjust to internal INVESTING IN THE WORKFORCE and external changes, is critical to building a competitive In times of uncertainty, it is common for companies to advantage. reduce head count, put hiring freezes in place, and leave positions open. Although this may make sense, and it is Technology and data play a crucial role in building a always vital that the workforce be sized for the purpose strategy that is agile, resilient, and dynamic. Big data of an organization, simply freezing activity means com- and machine learning allow for a greater ability to model panies can miss out on filling critical needs and areas. economic, corporate, and human behavior. Defining a As companies contemplate a wider range of options and set of plausible futures and constructing a digital twin of scenarios, they must ensure that their workforce has the operating environment can create a picture of how the new skills required by the new digital world. Invest- different drivers of uncertainty interact with one another. ing in efforts to make the existing workforce more agile Teams can thus consider a wide range of scenarios — not and resilient to changes in the environment can boost an just what will happen if the economy grows at 2 percent organization’s capacity to thrive in uncertain times. or 3 percent, but what will happen if a market in one country crashes while another booms, or if a leading Companies should recognize the potential of longtime competitor introduces new products at a lower price employees. In many instances, the work and tasks they point or goes into bankruptcy. do can be taken over by machines. But their experience and capacity to learn are valuable assets. When budgets After implementing pilots to test selected moves in the don’t allow for adding new head count, it is even more real world and identifying the reinforcing factors and vital to develop people so they can adjust to and fill the dynamics that drive differentiation, companies can focus organization’s evolving needs. It is more efficient and

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 21 often more cost-effective to move people across the strategic reshaping — e.g., shifting production and supply organization than it is to cut in one place and recruit chains feeding the U.S. market from China to Mexico — elsewhere. As part of its Upskilling 2025 program, for sometimes took years. The challenge, and opportunity, example, Amazon is investing US$700 million over six for operations now is to use new technologies such as years to help current employees gain the skills that will digitization, AI, or robotic process automation to reshape enable them to move into technical roles in areas such as operations rapidly so that they can mirror the constantly machine learning, software engineering, and IT support. shifting commercial landscape.

Organizations need to be proactive in other ways to At root this approach means understanding which construct options for their human capital strategy. They operations and capabilities give an organization a can take advantage of dislocation in labor markets to competitive advantage, and making sure the company attract people with needed skills. And whether they rely owns them and invests in them. It is important not to lose on new or existing hires, companies can build resilience control while cutting costs. Manufacturers and service by making their workforce more flexible. Given advances providers should identify good costs — the technologies in technology, changing expectations, and the growth of that provide solutions, differentiate the business, and the infrastructure supporting independent work, some are difficult to copy — and invest in those. Outsourcing chunk of the workforce prefers to work on a contingent is a key component of building an agile operation. But in basis. That means companies are able both to access times of uncertainty, companies that outsource should needed talent and skills and to position themselves as take special care to both capture value and prevent value a partner/employer of choice. More significantly, when from leaking. Companies should not outsource functions the outlook is less clear, rather than cut back or release they have yet to optimize themselves. people, organizations can flex down and rebalance their use of contingent workers. CREATE VALUE WITH DEALS Leaders must also recognize that periods of heightened Uncertainty tends to paralyze deal making or to push uncertainty can take a toll on workplace culture. When companies into transactions that are defensive and team members are concerned about the future of reactive. Companies naturally pull back on inorganic the organization, some may choose to leave for other growth, and the risk tolerance of boards, management, opportunities, and others may become fearful and less and investment committees — as well as shareholders engaged. Leaders, as they seek to build their workers’ — declines. But companies that are sufficiently agile to skills for the future, must double down on consistent execute transactions when they can, rather than when and positive communications that emphasize steps the they have to, will find that deals present occasions to organization is taking to be more agile and resilient. boost growth and pull ahead of rivals. Because more motivated sellers appear in uncertain times, companies can potentially take advantage of deal flow from SUPPORTING THE WORKFORCE organizations that are divesting assets. It is no surprise WITH AGILE OPERATIONS that private equity firms tend to do their best deals and It’s not enough just to identify different scenarios and create the most value by buying at the trough of a cycle, invest in building a workforce that can weather uncertainty. when both multiples and profits are depressed. Companies can act on the options they generate only if their operations can support the execution. In times of In evaluating deal opportunities, organizations should uncertainty, it is imperative for organizations to focus on draw from the Fit for Growth mentality, focusing on operational agility. Doing so prepares people to make the acquiring technologies, operations, and units that bolster quick pivots that can be the key to surviving and thriving. desired capabilities and enhance the core business. The corollary, of course, is that divestment strategies should In some ways it is harder to rethink an operational strategy center on selling noncore assets that free up resources than it is to rethink a commercial strategy. In the pre- for investment. Even if they lack clarity on the short- digital era, the operational reconfiguration following a term prospects surrounding any one business or unit,

22 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 companies can shape their future by focusing on the long-term structural trends about which they have some level of certainty — for example, the continuing evolution of e-commerce, or a move to a lower-carbon energy system. Companies that invest now, regardless of economic conditions, may be best suited to ride the next technological wave.

Agile deal makers develop plans that permit them to move quickly to create value. In times of uncertainty, traditional 100-day windows for rolling out a value creation plan narrow. In this era of dynamic strategy, appropriate, work with industry peers and government successful acquirers and investors can use analytics and to improve outcomes. modeling to work on integration and other core value creation levers while they are conducting due diligence. In some instances, changes in the regulatory environment That way, those levers can be implemented instantly. can fundamentally alter the business model. Automotive manufacturers, for example, are having to evolve their Moving quickly is essential in times of uncertainty not just operations ahead of continually changing standards because of shifting market dynamics, but because delays for emissions, pollution levels, and safety. Those that can have a negative impact on two crucial components have been most forward-thinking in doing so will find that underlie the success of deals: culture and talent. they are most resilient to the changing environment. In Culture takes a long time to develop and a great deal of other instances, regulatory and tax shifts may lead to a effort to maintain, yet it can fall apart in a relatively short rethinking of existing practices and an opportunity to time. Failing to plan for cultural change will undermine further align operating models with regulatory, legal, and the value created in a merged organization. Meanwhile, fiscal policy. talent is increasingly at the forefront of deals, which are often motivated by the desire to gain access to Embracing technological solutions can help companies intellectual property and specific skills. Acquirers can manage compliance issues while they assess the longer- reduce uncertainty by identifying crucial employees term impact of other changes. Understanding how to before an acquisition and incentivizing them to remain. find and assemble the data required for new regulatory After the deal, aggressively and clearly communicating disclosures — on elements as varied as supply chains, value creation plans will help retain key personnel and the source of ingredients, and energy use — will allow build buy-in from them. companies to meet requirements while enhancing their reputation. Above all, being in a position to respond ADJUSTING TO TAX AND effectively will enable a business to continue focusing on REGULATION REFORM its trading environment and not be further disrupted by One of the biggest drivers of the current uncertainty is the legal or regulatory challenges at an already difficult time. truly complex landscape of tax and regulation reform. In a range of large industries — technology, energy, resources, CAPITAL STRENGTH financial services, transportation, trade — the regulatory Companies can implement capabilities-driven strategies, situation is volatile and prone to significant change. Many invest in human capital, and execute deals effectively only organizations have found that these shifts impact their if they rest on a strong financial foundation. But finance industry, the specific markets in which they operate, and has its own heuristics in a time of uncertainty. Commercial the general environment for business. Unfortunately, organizations are often slow to react to changes to their hiding under a rock is not a suitable option. In order to be forecasts. Working capital often increases, consuming resilient to shifts in the tax and regulatory environment, more cash and effectively restricting liquidity. And companies must get ahead of the changes and, where companies often become motivated sellers at a time

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 23 when asset prices are low. To ensure effective action, They constantly seek data and perspectives that can help it is vital not just for finance to act as an operationally them build their own resilient and dynamic personal and involved partner and conscience of the business, but professional strategies. In such moments, the heuristic may for all key operational functions, including commercial, be to reduce the flow of information — precisely because procurement, and supply chain, to be actively engaged. leaders feel less uncertainty about what they should say, or have less confidence in the accuracy of a projection By harnessing data and information technologies to run or forecast. Here, too, thinking counterintuitively is scenarios involving their business, companies can review beneficial. Opening up channels of communication will and challenge economic, business, and sales projections strengthen the bonds linking stakeholders and expand — and continually feed the results into updated forecasts. the view of what is possible. Rather than being an excuse to detach or check out, uncertainty should be a spur to Companies should review and challenge the normal engage and build sustainable advantage. models that operational process owners use to run the everyday business. This means reviewing lead time Author Profiles: assumptions and seeking ways to shorten them. Finance * Will Jackson-Moore leads PwC’s global private professionals should ensure that safety stock calculations equity, real assets, and sovereign investment funds still reflect the current situation, and identify the parts practice. Based in London, he is a partner with PwC of the portfolio or large customers for which it is worth UK. investing in inventory. Finance needs to keep a close eye on customer payment performance to monitor early * Heather Swanston leads PwC’s global business warning signs. To build flexibility in periods of heightened recovery practice. Based in Tokyo, she is a partner uncertainty, companies should proactively fine-tune with PwC Japan. working capital and reduce the level of receivables before * Mohamed Kande is vice chairman of PwC US and customers run into their own liquidity challenges. also the global advisory leader. His expertise spans the areas of operational strategy, technology development, mergers and acquisitions, and ACT NOW operations management. No one action, by itself, can dispel a heavy cloud of uncertainty or significantly mitigate its impact. But if * The authors would also like to thank the organizations can get out of their defensive crouch and following colleagues for their contributions to this assume a more aggressive stance, they have a better article: Peter Bartels, a partner with PwC Germany; chance of maintaining their balance and shaping their Vinay Couto, a principal with PwC US; Duncan Cox, future. Building and harnessing the mutually reinforcing a partner with PwC UK; Alexis Crow, a managing attributes of optionality, agility, and resilience will enable director with PwC US; Paul Leinwand, a principal leaders to adopt the strategies and mind-sets that with PwC US; Andrew MacGilp, a partner with allow them to succeed in the full spectrum of uncertain PwC UK; Anna Maltby, a senior manager with PwC outcomes. Pursuing this path takes a lot of courage. UK; Neil McBride, a partner with PwC UK; Andrew Companies must consciously lean into changes and McPherson, a partner with PwC Australia; Curt counterintuitive activities in the precise moments when Moldenhauer, a partner with PwC US; Robert it is most uncomfortable to do so, or when the forces of Pethick, a principal with PwC US; Alastair Rimmer, a inertia and gravity are pushing them toward a predictable partner with PwC UK; and Daniel Windaus, a partner outcome. with PwC UK. * *Fit for Growth is a trademark of PwC registered in Seeking out sources of assurance, relying on data, and the United States. building trust among stakeholders can serve as important * Click the following link to read the online version of sources of ballast and support. In times of uncertainty, the article: all stakeholders — employees, investors, customers, and https://www.strategy-business.com/ suppliers — make more intense demands for information. article/How-to-succeed-in-uncertain-times

24 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 There are no limits to what you can accomplish.

You have the power to redefine what’s possible. From being the first to graduate college to becoming the next big star in your field — you work relentlessly to knock down barriers and build a stronger legacy. We call that being empowerful. As you continue to create more financial stability for you and your family, Wells Fargo will be right by your side helping to make it happen. You’ve come this far. We can help you go further.

Learn how at: wellsfargo.com/empowerful

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Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 25 Seeing life through each other’s eyes gives us all better perspective.

Everyone benefits from diversity and inclusion. By promoting a culture of support and collaboration, the best and most innovative ideas fuel our business.

A place to work, grow, and be your true self. We hire people with different identities and backgrounds, and encourage everyone to bring their authentic self to work.

When every voice is heard, we are all better for it. Visit prudential.com We come from different perspectives, but share the belief that diversity and inclusion make us stronger together.

Prudential is a proud sponsor of the 2020 CALIBR Global Executive Forum and Fall Leadership Development Conference.

© 2020. Prudential, the Prudential logo and the Rock symbol are service marks of Prudential Financial, Inc. and its related entities, registered in many jurisdictions worldwide. Prudential is an equal opportunity employer (veterans/disability). EEO is the law. 0315591-00001-00 Integrity Breadth Reputation

caGlobal Leadershiplibr Network Member Profile

mycalibr @mycalibr CALIBR learn more at: www.mycalibr.com CAREY HENDERSON Senior Director of Sales The Kellogg Company

Carey Henderson is Senior Director of Sales at The Kellogg Company. In this role, he is responsible for developing executive level partnerships and strategies that drive sales and profit growth.

What’s your strategy for leading in the Why did you join CALIBR? new normal? How do you manage the I joined CALIBR for the opportunity to network with volatility, complexity, uncertainty, and executives in other industries and engage with them ambiguity in the current climate? on issues that we face. I also wanted to gain access to best practices that can be deployed to drive Member since 2016 There are many aspects to leadership, however the business success. four leadership principles below have become even

EDUCATION: more critically important in the new normal. While Keller Graduate School leading the business remains important, being What is the most important benefit of of Management, M.B.A., more connected and supportive of our people and your CALIBR membership? Marketing their safety is the top priority. The most important benefit of my membership is DeVry University, B.S., 1. Effective regular communication supported that I am a part of a trusted cohort that is focused Business Administration by empathy, transparency, and optimism has and dedicated to the coaching, development, and and Management been critical in assessing the true pulse of the the acceleration of mid-level Black executive talent. organization and provides me the guidance AWARDS: needed to adjust as needed. How has CALIBR helped your Kellogg’s Golden K National 2. In our new world of uncertainty, as a leader leadership development? Team Award Recipient it is necessary to create an environment that The specialized training and coaching from CALIBR PepsiCo Ring of Honor supports change and promotes agility. We has enhanced my leadership capabilities. As Award Recipient have enhanced our processes to think through a result of various courses such as: Strategic hypothetical outcomes while also developing Influence, Empowered to Lead Courageously, PepsiCo President’s Award robust contingency plans to maximize the Leading Transformation, and Design Thinking, my Recipient business despite uncertainty. leadership capacity has increased, and I feel more 3. As a leader, it is important to share my prepared for future opportunities. Frito-Lay National Account mission and how it supports the company’s Executive of the Year mission. Equally as important is conveying to What advice would you give to my team my feelings, thoughts, and positions. Altria Leadership Frontier someone interested in becoming a Award Recipient Demonstrating the ability to have a full range of emotions while maintaining the ability to make CALIBR member? sound business decisions is essential in how I My advice to anyone considering becoming a member connect with them. is to compare the training, development, mentoring, 4. It is important to make people feel like their and networking opportunities presented at CALIBR impact is far-reaching. As a leader, it is critical to other leadership development associations. to create an environment where people feel like They will find that CALIBR is second to none. The they belong, add value, and can have an impact opportunity to develop life-long relationships with beyond their daily responsibilities. In a virtual successful black executives is beyond measure. world, it is easy to become siloed and focus on just your area of expertise. However, having visibility and an understanding of the company mission and how your teammates contribute to that is valuable.

Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 27 Integrity Breadth Reputation

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TAALIB alSALAAM Lead Associate Booz Allen Hamilton

Taalib alSalaam is a Lead Associate in Booz Allen Hamilton’s Civilian Services Group mainly serving the Health market. Taalib has served as a project manager, data analyst expert, IT integrator, and data analytics tool architect. He has led a team of data analysts and healthcare professionals to develop a predictive assessment tool for cost avoidance and quality improvement interventions. He also founded a team of consultants and senior consultants to develop a decision support tool which leverages geospatial information and predictive analytics. This tool has broad application for public health, disaster mitigation, and infrastructure planning.

Member since 2018 What’s your strategy for leading in Why did you join CALIBR? the new normal? Camaraderie, association, fraternity in the pursuit EDUCATION: Maximizing flexibility, extending grace, and respect- of executive excellence are the primary reasons for MIT, Political Science ing individual boundaries. It’s a stressful time for joining CALIBR. (1995) clients, consultants, and their families. Emotional UNC Chapel Hill/Kenan- and intellectual flexibility is needed to get the work What is the most important benefit of Flagler Business School, done at the same quality as before without adding your CALIBR membership? to the anxieties resulting from the pandemic. This M.B.A. Corporate Finance Independent monthly sessions are the most means that when my team members are out of the & Investment Management important. The discussions are enriching and office, they are truly unavailable. I defend their time (2010) informative and help to reset my strategy for as if it were my own. This also means asking clients corporate achievement. CERTIFICATIONS/AWARDS: for deadline flexibility as necessary. On the other

Harvard University, hand, given the nature of my vocation, working Certificate of Special from home has been a stress reliever. Not having How has CALIBR helped your Studies in Administration & to travel means more time with family and friends, leadership development? Management (2005) less time on the road, and that turns into a greater It has enhanced my ability to be collaborative. The desire to get work done with high quality but with conferences feature group challenges that test my Georgetown University, greater efficiency. It also means that clients get ability to build consensus and find strategies and Change Management work turned around faster with greater quality. answers to difficult questions. I take those same Advanced Practitioner techniques back to my teams and employ them Certification (2014) How do you manage the volatility, with great success. MIT, Data Science and complexity, uncertainty, and Big Data Analytics (2018) ambiguity (V.U.C.A.) in the current What advice would you give to Black Engineer of the Year/ climate? someone interested in becoming a Modern Day Technology Greater organization allows me to manage all the CALIBR member? Leader (2019) uncertainties of the current climate. Time away Do it. Don’t hesitate. It will change the way you from the desk/computer also helps. Taking time in approach your executive journey. CALIBR members nature, enjoying cycling, and even performing long can help you chart your path. The leadership deprioritized personal tasks allows for a relaxation development activities are challenging and will of the intellectual muscles, preparing the mind and allow your mind to detox from the mundane the body to be fully engaged when re-engagement minutiae and think more strategically. happens.

28 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 TOMORROWS. EMPOWERED BY YOU. At Booz Allen, you’ll join our mission to make the world better. We’ll give you the tools: the opportunities, mentorship, and collaborative colleagues. We’ll provide challenge too— business, government, and military leaders trust us to solve their toughest problems. In exchange, we’ll expect you to We’re looking for: dream big, drive hard, and do right. Can we really change + Cybersecurity Engineers + Intelligence Analysts the world? Together we can. And at Booz Allen, you will. + Data Scientists + Software Engineers Empower change with us. Apply at careers.boozallen.com + Geospatial Analysts + System Engineers

We’re an Equal Opportunity Employer committed to diversity, inclusivity, and empowering our people to fearlessly drive change. Fall 2020, Issue 1 www.mycalibr.com THE GENERATOR 29 Members on the Move

Amani Brown started a new role with Michelle Thornhill recently accepted a role Marriott International in early March 2020 as Director of U.S. Community Relations as Senior Director, Brand Management, in Citi’s Community and Investing and Residence Inn; but, then Covid-19 had Development function. In this role, she an immediate and unexpected impact on oversees engagement with local community travel. After furlough and some corporate leaders and organizations in markets restructuring, Amani has taken on a new across the country to create more inclusive role as Senior Director, Growth Initiatives on the Loyalty and prosperous neighborhoods. Marketing team. Amani will help to define this relatively new role for the company in an effort to connect with consumers and to drive incremental engagement with Millete Granville just accepted a new role the Marriott Bonvoy program, especially when consumers as the first Vice President of Diversity, Equity are not traveling. She and her team are focused on non- and Inclusion for 2U, an education technol- stay related Loyalty Marketing including programs like Eat ogy company headquartered in Maryland Around Town. Eat Around Town (https://eataroundtown. with other operations in Cape Town. marriott.com) allows consumers to earn Marriott Bonvoy points at off-property restaurants in local neighborhoods, around the country, so feel free to sign up and start earning. Sabrina Mays-Diagne accepted a new role Brandon Ray accepted a new role as Pro- as Practice Group Lead for Global Regulated gram Manager for Community Operations at Environments. In this role, she leads a high- Amazon’s Logistics Division (AMZL). In this performing of in-house attorneys, supporting role he is responsible for: 1) building and Otsuka global teams (pharmacovigilance, maintaining strong relationships with com- quality management, regulatory affairs and munities and their government and busi- medical affairs). ness leaders across the AMZL network, 2) coaching and guiding local AMZL and Delivery Service Part- Tasheaya Warren Ellison recently relocated ner (DSP) leaders on community engagement protocols, 3) to Geneva Switzerland for her new role ensuring ongoing improvement and execution/inspection of as Senior Director of Tax, Eastern Europe, operating standards that impact communities, and 4) build- Turkey Caucuses & Central Asian Republic ing and executing local community outreach plans. Sub-Regions (TCCAR). In this role, she is responsible for strategic management of Franklin Reynolds recently accepted a role compliance, audit and operational matters as Senior Account Manager at Amazon Web with respect to income and indirect tax for all Procter & Services (AWS). In this role, he is responsible Gamble affiliate companies within both the Eastern Europe for leading Independent Software Vendor and TCCAR Regions. Additionally, Tasheaya’s responsibilities (ISV) customers’ journey toward maximizing include engagement on global and regional tax policy the benefits of AWS cloud services. Franklin initiatives and partnership with Treasury on regional cash was previously a Global Relationship management. Manager at GENPACT and he is the current Secretary and Head of Communications for CALIBR Global Leadership Tilcia Toldeo, a Managing Director in Network. FTI Consulting’s Forensic and Litigation Consulting Segment, was elected to the Melanie Hall was promoted to Director Women and Housing and Finance Board of of Brand Marketing of the Kellogg brand, Directors. Kashi’s Kid’s Cereal. Melanie was also recognized with a “Friend of Women, Infants and Children” (WIC) award by the National WIC Association (NWA) based on her accomplishments in advocacy, leadership, and services to WIC and WIC participants.

30 THE GENERATOR www.mycalibr.com Fall 2020, Issue 1 WHAT IS IN A NAME? A brand should...

convey demonstrate inform Character Agility Leadership

encourage lend reinforce Integrity Breadth Reputation

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