People & Strategy Winter 2018 Vol. 41 No. 1 - 44

point. The idea was to bring a connected sense of our well-known,
external brand in-house to create
an internal story for our employees
around the world. Over the last five to
seven years, Mastercard has acquired
a number of companies and it became
apparent that we needed to find a way
to create a common identity across
the world. We wanted to establish an
identity and aspirational vision that
employees could resonate with that's
grounded and, at the same time, connects with Priceless possibilities.
Susan: Another component of our
employee value proposition that we
have connected to Priceless possibilities is the idea of "the whole you." It's
about understanding and celebrating
the employee as a whole - their life
at work and their life outside of work.
We've rolled out rich parental leave
and flex work globally. We recognize
that in today's world, people work differently. Embracing that and provid-

Mastercard employee and learn how
we can make the experience even
stronger. A key component to this is
making sure our approach is scalable
so all employees around the world
have the same experience.
Edgar: An integral part of this is keeping
the digital nature of our space at the
forefront. Technology must remain our
enabler. We're determined to make our
employees incredibly productive no
matter where they are or what function
they own. We're doubling down on automation and system tools enhancements
that can make the employee experience
better. We're constantly looking to incorporate best practices from companies
we work with and those we acquire to
enhance our employee experience.
Michael: About six years ago we had
only 5,000-6,000 employees. Today
we're an organization of 14,000 plus.
What has remained consistent, and I
believe our employees will point out,

Today's environment is not conducive to
certainty. We have to help leaders create
some level of clarity for their teams around
expectations and prioritization.
ing opportunities for our employees
to work when and where they want
will optimize their work and their life.
Sarah Gretczko: We recognized that
we couldn't separate the consumer
brand from the employee brand.
They're two sides of the same coin.
We're leveraging this insight obtained
from "the whole you" as we think
about our employee experience and
journey and what our role is as an
organization in an environment that's
dynamic and in flux.
Michael: We've just brought someone
on board to help us with the digital
experience and mapping the employee journey from initial recruiting
through to early-stage career moves.
The purpose is to better understand
what the experience is like for a
44

PEOPLE + STRATEGY

is how people-oriented our culture
is. Employees often comment on the
relationship and network focus of the
organization. We want this theme to
continue, so much so, that a principle of
our branding we talk about a great deal
is being a "human-centered technology
company." The digital nature of our
business and the fact that technology
is an enabler are meant to improve the
employee experience. They're absolutely not intended to take away from the
intimacy of human relationships that
we want to preserve.
P+S: What do you see as the leadership
implications of your strategy as similar
to or different from Mastercard's leadership legacy?
Sarah: I think there are aspects of
what it takes to be a great Mastercard

leader that still remain true from our
origins as a company. That said, I do
see us starting to pivot to match the
volatility of the global environment.
We're zeroing in on how to help
leaders think about things that may
have been true in the past that are no
longer applicable for the future. For
example, we spend a lot of time in our
leadership programs talking about the
past being about solving problems and
the future being about dilemmas and
how to navigate them. The solutions
are no longer clear-cut. The question
becomes: How can we help leaders
get comfortable knowing there is not
always one right answer?
Michael: As we've looked at this, three
things become apparent. The first is the
globalized workforce. The implication
of this is learning how to lead teams
that are not sitting in the same office.
Virtual teams require a different set of
skills to ensure employees still feel they
have access to their leader as it relates
to feedback and direction.
Edgar: The globalized workforce
Michael is talking about definitely
impacts us. We've had to run quickly
the past few years as we continued to
make acquisitions. We've tried to shape
our technology organization around
technology hubs in Europe and Asia
Pacific to keep up with the pace of the
environment.
Michael: The second development we
see relates to the diversification of the
talent we recruit. In the past, a high
proportion of our recruiting efforts
targeted financial institutions. Today,
45% of our hiring comes from non-traditional backgrounds, such as people
with a consulting background, a data
analytics background, or a consumer
goods background. These diverse
backgrounds allow us to look at our
product design and development in a
different way. From a leadership perspective, how do you get the best out
of a diverse team of individuals who
are globally distributed? Acting with
a sense of urgency is critical, so how
do our leaders get things to market
quickly with the support of resources
that are vastly spread out?



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
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