Copyright © 2015 Deloitte Development LLC. All rights reserved. 1 IMPACT 2015 THE BUSINESS OF TALENT®

Disney Executive Leadership Insights Process (a work in progress)

Copyright © 2015 Deloitte Development LLC. All rights reserved. 2 IMPACT 2015 THE BUSINESS OF TALENT®

Bersin’s Strategic Leadership Development Model

Business Strategy

Revenue Growth

Customer Satisfaction

Improvement

Leadership Strategy

Bench Strength

Leader Engagement

Leadership Development Strategy

Infrastructure and Enablers

Development

Solutions

Bu

sin

ess G

oals

Le

ad

ers

hip

Go

als

LD

So

lution

s

Source: Leadership Strategy: The Link Between Business Goals and Leadership Development Solutions. Bersin & Associates, 2012

Copyright © 2015 Deloitte Development LLC. All rights reserved. 3 IMPACT 2015 THE BUSINESS OF TALENT®

Revenue Growth

Customer Satisfaction

Improvement

Busin

ess G

oals

Priorities: (1) Creativity (2) Technology (3)

Global Expansion (4) Diversity

Need broad perspectives to capitalize

on opportunities and drive cross

business synergy

Anticipated shortage of leadership talent

There is underutilized / undiscovered

talent that could be identified and

leveraged via enterprise visibility

/engagement

Business Strategy and Challenges

3

Leadership Strategy – Talent & Succession Planning

Business Strategy

Revenue Growth

Customer Satisfaction

Improvement

Leadership Strategy

Bench Strength

Leader Engagement

Bu

sin

ess

Go

als

Lead

ersh

ip G

oal

s

4

Talent & Succession Planning -- Issues

Limited number of potential successors from other business segments

Homogeneity among potential successors

Primarily subjective data regarding potential

Common for the same talent to have a persistent issue - - readiness timeline extended

5

One Talent Solution

Business Strategy

Revenue Growth

Customer Satisfaction

Improvement

Leadership Strategy

Bench Strength

Leader Engagement

Leadership Development Strategy

Bu

sin

ess

Go

als

Lead

ersh

ip G

oal

s

Disney Executive Leadership Insights

6

Desired Outcome

A more action oriented talent and succession planning process that…

Develops leadership capability

Increases succession readiness

Improves talent decision making

Advances TWDC’s diversity agenda

Increases talent movement

Drives top talent engagement

7

Disney Executive Leadership Insights

1. Executive Development: Facilitate insights regarding the leader’s potential, career intent, strengths and/or development

2. Talent Decision Making: Leverage the data collected as a complementary and objective reference for future talent decisions

An assessment and action planning process that develops executives and enables talent decision making

8

Process

Talent Planning

Assessment Exercises Draft Leadership

Summary

Talent Decision Making Implementation

Report Out Session

Selection Criteria Data Collection

Draft Action Plan

1 month

2 months

1+ month

9

Top executive leaders at their level who have the potential to play a key leadership role in the

organization’s future success, demonstrate the expected leadership and are versatile.

Versatility = Compared to the majority of their peers, these individuals:

• Deal well with ambiguity

• Adapt quickly to changing circumstances

• Easily shift from strategy to execution

• Possess a flexible leadership style

• Engage and enable a diverse and rapidly changing workforce

• Have the capability to take on a variety of roles either across functions or across segments

Who is a “Person To Watch”

10

Primary DELI Selection Criteria

VP+ who have been identified as a PTW and / or potential

successor for multiple promotional opportunities. They have the

potential to play a leadership role in the company’s future and / or

move to another segment

11

40+ Data Points Leadership

Data Tool Content

Do

Role Description • Scope • Direct Reports

• Key Partners

Leadership Versatility 360 – Kaiser Leadership Solutions

• Forceful • Enabling

• Strategic • Operational

Done

Resumes, bio, performance

• Education • Work Experiences

• Performance history

Succession Plan and Interviews

• Potential • Identified future roles

Drive Interviews and Feedback Exercises

• Motivations • Career aspirations

Disposition

Decision Styles – Korn/Ferry

Leadership Thinking Emotional Career Motives

Assessment of Leadership Potential – Korn/Ferry

• Learning Agility • Interest

• Leadership Traits • Self Awareness

• Derailment Risks • Experience

12

Note: 4D Model provided by Korn Ferry with permission

Leadership Summary - - “The 4 Ds”

• Work Experience

• Leadership Approach

• Career Aspirations

• Development

What does the leader

Do?

What has the leader Done?

What Drives the leader?

13

What is the leader’s

Disposition?

Note: 4D Model provided by Korn Ferry with permission

Edge

Jane Smith

VP, Marketing

Leader: Pauline Sams

Organization: Global Marketing

Date: August, 2014

Disney Executive Leadership Insights Leadership Summary

Jane has shown great potential by performing at a high level as indicated by achieving a “Leading the

Way” rating for the past two years. Her direct leader finds that she is an excellent communicator with her

partners, peers, clients, and direct reports. She has demonstrated the ability to build strong relationships

and is consistently sought out as a thought partner. In the future, her leader would like to see her make

greater use of business analytics in her decision making and visioning for the organization.

Work Experience

Jane’s experience has demonstrated ever increasing levels of responsibility. In her current role, VP

Marketing, she has shown that she can optimize capital investments and manage cross functional

relationships. For example, Jane oversaw the $20M Customer Commerce project and was able to ensure

that Sales, Business Technology and Revenue Management worked through difficult issues in an effective

manner. In her previous Director level roles (2003-2006 Director of Domestic Marketing, and 2001-2003

Director of Creative Development) she has effectively developed and led talent and embraced the creative

development process. For example, Jane led a large team of senior domestic marketing leaders and

developed the creative campaign for Disney at Home.

Leadership

On one hand, she is perceived by many as a transparent, courageous and supportive transformational

change leader. On the other hand, these strengths can be overused causing others to perceive her to be,

at times, entrenched in her point of view, over confident and not evolving to the level of political

astuteness required of an even more senior leader.

Leadership Section

“On one hand, she is perceived by many as a transparent, courageous and supportive transformational change leader.

On the other hand, these strengths can be overused causing others to perceive her to be, at times, entrenched in her point of view, over confident and not evolving to the level of political astuteness required of an even more senior leader.”

14

Report Out Session

• Share insights and key learnings

• Validate developmental question, learning objectives, and potential actions

HRBP

Talent Solutions

Participant

Leader

15

Action Planning

Developmental Action Plan Leadership Summary

16

Lessons Learned So Far. . .

Data:

• Holistic Data - - performance, succession, assessments, interviews, etc.

• Story-based synthesis - - Leadership Summary

• Transparency - - data used for development AND to inform future talent decisions

• Data Analysis - - pinpoint the type of development needed

Context:

• Future Focused - - versus a current state report card

• Benchmark Comparisons - - regarding gaps between the leader and benchmark

Development:

• Inclusive of overused strengths

• Active engagement of participant’s leader and HRBP

17