People & Strategy Winter 2018 Vol. 41 No. 1 - 43

People + Strategy: One of the core
challenges in spotting and grooming
future talent is that in the majority of
industries, disruption is waxing while
long-established business models are
on the defensive. How is your business changing today, and where is
your strategy taking you?
Michael Fraccaro: Our business
strategy is built on three foundational
pillars - growing, diversifying and
building our business. The 'growing'
is about our core businesses in credit,
debit, commercial and prepaid, which
have been at the heart of our company from the beginning - and are still
vital to our ability to generate revenue
and engage customers. Beyond that,
we're diversifying into new areas like
financial inclusion, where we're working with governments and NGOs to
provide un-banked and under-banked
people around the world access to financial tools. We also diversify by enhancing our partnerships with digital

work with governments, especially in emerging markets, to ensure
we're showing up as an organization
that has the thought leadership and
capabilities to address the policy
landscape and requirements in each
market. At the same time, we're constantly looking for opportunities to
grow. Our acquisition of Vocalink is
a perfect example of how focused we
are about identifying and moving on
the right opportunities to expand our
capabilities, diversify our business and
connect with new possibilities.
P+S: You talk about yourself as a
technology company. Three years
ago, if someone was talking about
Mastercard it is likely they would
have referred to you as a consumer or
financial transactions organization.
Edgar: To us, it's a matter of perspective. As a company, we have technology and innovation in our DNA, but we
also have longevity as a business that

We are working through how to best integrate
the capabilities we acquired into the rest
of Mastercard to capitalize on the growth
opportunity.
players like Google and Apple. Finally,
we want to build new businesses by exploring new ways to use information
services, data analytics and insights to
help merchants and other businesses
make better decisions based on their
own data. By focusing on these pillars,
our intent is to future-proof the company and set ourselves up for success
now and into the future.
Edgar Aguilar: In addition to the pillars Michael mentioned, we also think
in terms of three key journeys that are
essential to our business - the customer journey, the consumer journey and
the employee journey.
Michael: We're also learning and
adapting as a company based on our

gives us important perspective. Back
in 1982, when the internet was invented, there were only 1,000 connections.
Ten years later that number had
increased to one million connections.
Today, there are somewhere between
8 billion and 10 billion internet connections in the world, giving us the
'internet of things' and tremendous
change across industries. Mastercard
is in a unique position to help drive
smart, simple and safe payments regardless of the form factor being used
to make those payments. Technology
is a core enabler for us and always has
been. That requires us to constantly
bring new ideas to life and always
think about how we can enhance the
consumer experience. It also requires
us to acquire forward-thinking talent

and companies to better serve our
customers. That intersection of our
mission, mindset and drive to innovate are the very essence of a technology company.
Michael: That mindset Edgar mentioned is especially important in helping us adapt to the changing world
around us. For example, we've seen
and continue to see new players and
some non-traditional players coming
into the payment space. We could view
their entry through two different lenses - either as a competitive threat
or as an opportunity. Mastercard has
chosen to view it as an opportunity.
We're constantly asking ourselves,
how can we work together with other
organizations around the world to
capitalize on the respective skills and
capabilities we can both bring to the
table?
P+S: How do you align the employees
to this strategic positioning?
Edgar: This is where the importance
of our employee journey comes into
play. We know that talent is key to
our future success. We also know that
hiring the right people is only part of
that journey. We need to make sure
that once they've accepted the offer,
we're doing all we can as a company to
set them up for success. That requires
us to not just make an investment in
our people, but to also focus on making sure they're able to fulfill their
potential.
Susan Kunreuther: One of the most
important decisions we made was to
take the essence of our marketing
platform, Priceless, and bring it inhouse to our employees. The emphasis was identifying and distilling what
it means to work at Mastercard and
the truly once-in-a-lifetime experiences a person can have working at
our company. As a result, 'Priceless'
becomes the ultimate expression of
the experience that we're providing
our employees and it's the foundation
for a lot of our thinking.
Michael: Susan brings up a great

VOLUME 41 | ISSUE 1 | WINTER 2018

43



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - 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