People & Strategy Winter 2018 Vol. 41 No. 1 - 45

Sarah: And I would add that we must
take into account the reality of the environment our leaders are operating in.
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.
We're looking for leaders who have a
mindset that enables them to deal with
change. We need resilient leaders who
bring people along and instill a sense of
followership.
Michael: Right, and that's a natural tiein to the third element we see, relating
to the speed of decision-making and the
risk-appetite that comes along with that.
How do leaders empower their teams
to make decisions as fast as possible?
Having the right level of governance
and risk tolerance to enable them becomes key. We can't have the teams and
projects slowing down due to an overly
centralized decision-making process.
Edgar: Sixty-five percent of our resources are in the technology hubs I
mentioned and they're all guided by
the same principles and best practices.
They remain efficient because they're
given the autonomy to move at their
own pace and they're not held up by
the inertia of hierarchy. This has been
successful because of the tight alignment between the business partners,
product development managers and the
customers, and our tolerance for smart
risk-taking.
Michael: We've also become more intentional about integrating our product
and technology teams to ensure the
consumer and customer experiences
are built into the user requirements and
specs. The next step for us is identifying
other areas of the organization where
we can create that same agility by bringing different teams together to create a
better end result.
Edgar: A great example of this is
"The Fusion Center." We're integrating cyber-security experts with our
communications and legal teams to
create communications that address
concerns faster. We're leading the
industry when it comes to bringing
teams together and empowering them

About Mastercard
Our strategy advances
GROW

DIVERSIFY

BUILD

Core Business

Customers & Geographies

New Business

* Consumer Credit
* Debit
* Commercial
* Prepaid
* Physical-Digital
Convergence

* Merchants
* Businesses
* Governments
* Financial Inclusion
* New Markets

* Advisors
* Safety & Security
* Loyalty & Rewards
* Processing
* Fast ACH

Enabled by Brand, Data, Technology and People
Mastercard is a technology company in the global payments space. Every day,
everywhere, we use our technology and expertise to make payments safe,
simple and smart.
Company Overview As of December 31, 2016:
* 2.3 billion cards (Mastercard and Maestro-branded cards)
* 11,300 employees, of which approximately 6,200 are employed outside of
the United States
* More than 210 countries and territories
* 150 currencies
* More than 56 billion transactions processed in 2016
* 160 million transactions per hour capacity
* $10.8 billion - net revenue
Now in its 20th year, Mastercard's iconic Priceless campaign crosses borders
and cultures (113 countries and 53 languages) to connect people to priceless
possibilities.

to make quicker and more informed
decisions.
P+S: How are you assessing for leaders of the future?
Susan: I see significant value in our
legacy, as it's a compilation of lessons
learned. This is about taking all of the
successes of our past and transitioning them to be more relevant to how
the world is changing today.
Sarah: For us, it is very much about
getting back to where we started
around the employee experience. To
Susan's point, we are trying to preserve the legacy around our culture
and what our brand name means. We
recognize that we'll need different

talent and skill sets for the future. In
fact, we have identified three types of
talent we will need for the future. The
first is people who are comfortable in
the traditional manager role. The second is those who can be our change
agents. The third is those individuals with critical technical expertise,
such as cyber-security. What becomes
important is determining how to best
support these groups of people and
place them in the appropriate roles
for their strengths.
Michael: We have a very deliberate
approach to how we look at leadership
and leadership potential. In addition
to the regular assessment tools such
as the nine-box of performance and
potential, we spend a significant
VOLUME 41 | ISSUE 1 | WINTER 2018

45



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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