People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
TABLE 1: DIMENSIONS OF OUR TRANSFORMATION
From this ... To this ...
Sell games on discs at retail
Tangible product, played in your home
Play on your own
One business model: sell games at premium, fixed prices
Anonymous players without any feedback loops
Games as products
experiences and highly engaging, face-to-face sessions over
the course of a year and a half.
In our ever-changing world of disruption, we created
a flexible delivery framework to ensure dynamic content
change and format innovation. For each cycle, we gather
global leader cohorts into an immersive learning community
that is continuously connected online while meeting six times
over the course of one and a half years for four-day intensive
sessions rotating across global EA sites.
For our carefully selected "change leaders to be," we bet on
quality and focus on those with flexibility, intensity, and extensive senior leader interaction rather than attempting to reach
more leaders virtually but with less than career-changing
intensity. Each cycle offers new content based on our evolving
business models and company organization. We also apply
innovations to each successive cohort to ensure a constantly
evolving leader development experience.
Fast Is Too Slow
Fast is not the right standard for evaluating the impact of the
leaders in our Xcelerators program. As we all know, high-potential leaders are already moving with velocity in their
careers. We set out to evaluate our leaders against a more
demanding standard: Would the leaders in our Xcelerators
program move even faster compared to high-potential leaders who didn't participate in the program? That is, would the
Xcelerators' experience increase the velocity of our leaders
even further than those who didn't participate?
Increasing velocity is critical for a threatened organization
in a race to survive, transform, and thrive as a digital business.
Rather than simply measuring velocity, we evaluate career-changing impacts over time on a longitudinal perspective
by looking closely at two key success factors: promotion readiness and retention. Promotion readiness requires practice
and the honing of newly acquired leadership skills. Promotion
also requires visibility of advanced accomplishments to decision-makers and the availability of a new position; time must
pass to allow a leader's contributions to prove out against the
success of the transformation.
Deliver games and additional content online via digital downloads or
Played online, anywhere, anytime, with anyone
Play in digital communities that can include millions of players
Multiple models, including offering games for free to millions with
monetization for just a fraction of players
Self-identified community of interacting players providing rich insights on
Games as digital services delivered to a player network
Rather than simply measuring velocity,
we evaluate career-changing impacts
over time on a longitudinal perspective
by looking closely at two key success
factors: promotion readiness and
* Individualized Development Plan. 360° feedback, futures plan,
* Xcelerator Team Meetings. Each participant has a "board of
directors," including manager, senior leader, HR, and development
* Six Four-day Intensive Sprints. held at EA global locations, with a
focus on EA transformation topics
* Immersive, EA-Specific Simulations and Hands-on Challenges.
Build key capabilities
* Virtual Learning. Pre-work and post-work for sprints plus ongoing
community learning and videos from participants to their teams.
* Leaders Learning from Leaders. 150+ senior directors interact with
leaders, including CEO.
* Put It to Work. Transfer learnings to work assignments and metrics
from each sprint
* Forums. Create "family groups" for sharing leadership experiences.
Highly impactful insights and support.
VOLUME 40 | ISSUE 3 | SUMMER 2017