People & Strategy Summer 2017 Vol. 40 Issue 3 - 15

The challenge facing leaders is two-fold. First, identify
and ring-fence the existing or legacy playbook on leadership
and determine what could hold leaders back in today's world.
Second, deliberately define what leadership, management,
operational, and decision-making characteristics will be
required to win in the emerging parts of the business.
For leaders of organizations making the transition from
legacy successes to "what's next," or for those that need
to expand their legacy business, what's often missing is
a Second Playbook on leadership. In Merryck's work with
companies over the past 20 years, this has emerged globally
from 2014-2017 as one of leadership's greatest challenges.
It is new. It is a blind spot. While optimists might characterize it as an opportunity, it is one that comes with existential
urgency, giving rise to a leadership moment for human
resources.
The opportunity for HR is to bring forward the line of
sight they have on leadership gaps that very few operators
truly get to see. Human resources often sees the barriers to
innovation and adaptation created by old ways of leading,
managing, and decision-making, at least outside of the legacy
business, while business unit leaders more often have to be
coaxed out of their focus on execution.
This vantage point gives HR a "first-mover" advantage-if
they will take it. In the fairly near term, applying advanced
technologies like AI will allow organizations to see internal
barriers within their businesses that they never have before.
But this insight does not-and must not-wait for AI to
commence. Today, in organizations that are innovating well
and transforming with velocity, HR is shifting its perspective, thinking broadly about the business and combining its
insights with the strategic thinking of business unit leaders
to create a blueprint for leading, managing, and executing
against a strategy.
It is what most businesses need, yet without HR leading
the charge, most will not get to. To be clear, this gives rise
to a new role for HR. It starts with driving a Second Playbook.

What the Data Says

Chief executives and boards who have staked out a position
on a new strategy often underestimate that leadership is the
how of strategy. With intellectual alignment around a future
way of winning and with cash flows from the legacy business,
the assumption is often to step back and let the operators run
the business-leading and managing as they've proven they
know how to do. Yet, consistently, the data shows that there is
a disconnect between where a company wants to go and how
it will get there.
A recent Merryck study3 of global talent leaders and
CHROs yielded the following results:
* More than 85 percent of companies are wrestling with a
shift in their business model. These shifts include:
» Navigating the cloud
» Integrating a digital strategy
» Incorporating some elements of AI
» Building an enterprise mindset across the matrix
» Increasing the velocity of execution and strategy
adjustments

* Eighty-two percent of global talent leaders believe that current leadership development is not fully linked to strategy.
* Over 50 percent of CHROs believe that the link between
strategy and leadership is not clear at levels below the
C-suite.
In our interviews, CHROs and global talent leaders made
one issue abundantly clear: The case for change in leading is
rarely fully understood at the most senior levels. Past successes cloud the outlook on the future. So, while most companies
are pivoting their business models, the bigger and equally
important pivot is getting an organization to adopt a new way
of leading to deliver on their future strategy.

Elements

Sample Elements
("What do we mean when we say...")

Leadership

*
*
*
*
*

Strategy contribution
Role in innovation
Role in talent
Enterprise thinking
Developing teams

* Leading teams
* Being an effective team
member
* Setting priorities
* Decision-making

Management

* Accountability vs.
micromanagement
* Resource allocation
* Meeting effectiveness
* Time management

* People development
* Leading teams
* Being an effective team
member

Operational

* Capital allocation
* Success metrics for
innovation
* Compensation
and performance
management

* Innovation at the core or
on the periphery
* Talent sourcing
* Responses to failures

Wait, We Have a Playbook?

A few iconic companies have built their success on an intentional way of leading and managing. Some-GE, Siemens,
and Honeywell, for example-have overtly crystallized leadership philosophies, ways of managing, and an operational
playbook for being successful within their ecosystems. The latter
caveat is important: a company's playbook for successful
leadership is often highly adapted to its unique culture and
business model, and is rarely highly transportable.
Other companies-we would argue the majority-have
through the years simply adapted to a way of doing things.
Though informal, this becomes the way leaders are judged,
promoted, or removed, projects are funded or staffed, and
innovation does or does not happen. To be clear, this isn't
culture, though it both influences and is influenced by
culture. Very few companies have a formal, consolidated,
written document that covers leadership, management, and
operations. Yet, taken together, they form the elements of a
playbook.
VOLUME 40 | ISSUE 3 | SUMMER 2017

15



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_2_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_1_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_2_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_1_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
http://www.nxtbook.com/ygsreprints/HRPS/d52272_hrps_summer2015
http://www.nxtbook.com/ygsreprints/HRPS/d49675_hrps_spring2015
http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
http://www.nxtbookMEDIA.com