A Perspective on Critical Attributes for Emerging Leaders

Dipankar Bandyopadhyay

Monsanto

1

Our Mission

We work to deliver agricultural products and solutions to:

• Meet the world’s growing food needs

• Conserve natural resources

• Protect the environment

Monsanto is 100% Focused on Agriculture

“We succeed when farmers succeed.”

-Hugh Grant, Monsanto CEO

Monsanto Company is a leading global provider of technology-based tools and agricultural products that improve farm productivity and food quality.

DISCOVERY

Gene/Trait

Identification

PHASE 1

Proof Of Concept

PHASE 2

Early Development

PHASE 3

Advanced Development

PHASE 4

Pre-launch

AVERAGE

DURATION1

24 to 48

MONTHS12 to 24 MONTHS 12 to 24 MONTHS 12 to 24 MONTHS 12 to 36 MONTHS

AVERAGE

PROBABILITY

OF SUCCESS25 PERCENT 25 PERCENT 50 PERCENT 75 PERCENT 90 PERCENT

GENES IN

TESTING

TENS OF

THOUSANDS

THOUSANDS 10s <5 PRE-COMMERCIAL

PRODUCT

KEY ACTIVITY •HIGH-

THROUGHPUT

SCREENING

•MODEL CROP

TESTING

•GENE OPTIMIZATION

•CROP

TRANSFORMATION

•TRAIT

DEVELOPMENT

•PRE-REGULATORY

DATA

•LARGE-SCALE

TRANSFORMATION

•TRAIT INTEGRATION

•FIELD TESTING

•REGULATORY DATA

GENERATION

•REGULATORY

SUBMISSION

•SEED BULK-UP

•PRE-MARKETING

KEY INFLECTON POINT:

AFTER PHASE 2, COMMERCIAL SUCCESS GOES TO >50% WITH LEADS ON COMMERCIAL TRACK

MONSANTO

DISCOVERY +

COLLABORATIVE

PARTNERS

REGULATORY DATA GENERATION

1. Time estimates are based on our experience; they can overlap. Total development time for any particular product may be shorter or longer than the time estimated here.2. This is the estimated average probability that the traits will ultimately become commercial products, based on our experience. These probabilities may change over time.

A Long Product Development Cycle That Needs Large Investment

On Average:

Time to market: 8-10 years

Total expense: ~$100M

Innovation is Closely Linked with Collaboration

– Product development and launch is a multiple year process touching people across multiple teams and functions

4

Leading a Team

Leading In a Matrix

Leading a Network

Work happens in teams- Project Teams, Launch Teams, Leadership TeamsManaging people who directly or indirectly report is importantCollaboration is a key attribute for successLeadership takes on various levels of complexity- leading experts, leading leaders, leading organizations

Multiple teams and functions are involved in a product launchBuilding partnerships across the organization enables business outcomesStrong cross functional, cross geographical relationships are importantInfluencing without authority – especially people in other parts of the organization is a key skill

External linkages- academia, companies have become an increasingly important aspect of driving innovationProspecting, licensing, mergers & acquisitions. incubating start ups are different ways where external innovations are brought into companies

A Robust Talent Pipeline is Critical

• Ensuring adequate talent supply to meet future business needs could be an enabler or barrier for success

• Addressing supply for business critical talent segments

• Technical / functional expertise in business critical areas

• Aligning talent to growth markets

• Adequacy of talent pipeline in key world areas

• Developing talent to take on pivotal leadership roles in the future

• Planning for succession

• Identifying changing talent needs and acquiring / developing talent appropriately

• Addressing workforce demographic trends

5

Sales Brazil China

Emerging Leaders

Breeders

East Europe

Product ManagementBioinformatics Sequencing

Plant Managers Regulatory

Functions

Regions

Leadership Level

Regional Business Leads

Team Leaders

Emerging Leaders are a Key Focus Area

• Mid level managers who demonstrate strong leadership and functional competencies and can take on key leadership roles in the future are an extremely critical talent segment

• Some key factors that account for this are:– Succession Gaps

– Business Growth

– Emerging Markets

– Retirement Risks

– Technology Implications

– Changing Expectations

6

Leaders of the FutureLook "through the windshield" rather than "in the rear-view mirror" to find them…

As businesses evolve so do the competencies needed for talent- both for emerging leaders as well as technical leaders

Business Changes

– Growth / change in scale needs new ways of managing

– Merger and acquisitions

– New markets, new businesses call for different skills

– Structures evolve and new roles come into play

– Skill sets needed for existing roles change as roles evolve

– Technology advances impact talent needs

Talent Implications

– Going beyond the ‘Mini-Me’s in selecting future leaders becomes critical

– Having a broad range of experiences within and outside one’s home function and/ or world area often becomes increasingly important

– Leadership style flexibility becomes critical as opposed to one strongly dominant style

– Cross cultural skills

7

“So what do companies look for?”

• It depends - on the business, company culture, and the type of role

• Some broad factors that are typically considered…

– Cultural Fit

– Leadership Style

– Functional Expertise

– Growth Potential

– Range of Experiences

– Critical Competencies

8

Monsanto’s Global Competencies

9

Relationships & Networks

• Recognizing, respecting and leveraging the talents, skills and resources of others, both in and outside of Monsanto.

• Working effectively with teams and networks across geographic, political, demographic, functional and other cultural and organizational boundaries.

• Establishing a high level of trust that allows us to become the partner of choice

Initiative & Foresight

• Anticipate and plan for the future

• Take action instead of waiting to be told what to do, or waiting for the environment to become more stable

Results Orientation

• Passion about making the right things happen in the right way at the right time -- in spite of potential barriers

• Discipline in operational excellence

Courage & Candor• Know what you believe and be willing to respectfully

express opinions to improve the common good, particularly when it means challenging the status quo.

• Courageously face new challenges and opportunities; leaving behind the familiar in an exploration of the unknown

Agility

• Demonstrate a high level of comfort with ambiguity.

• Adapt quickly to changes in our business.

• Strong ability to respond quickly to new opportunities.

• Understand our business and the drivers of change in our environment in order to respond accordingly

Growth Factors*Eagerness to Lean Breadth of Perspective Understanding Others Personal Maturity

10*The Growth Factors were developed by the Hay Group based on extensive research and consulting experience

Behaviors Red FlagsEa

gern

ess

to

Le

arn

Seeks out and embraces risk & challenging tasks in order to learn from them

Interested in learning things that are NOT directly related to own performance

Actively seeks feedback and learns from new experiences Reframes what they think and do based on new experience or

information Applies their learning to improve performance

Defends own performance, not willing to take risks and try something new

Not engaged in the moment in learning Overly focused on own area of expertise Defensive around feedback

Behaviors Red Flags

Bre

adth

of

Pe

rsp

ect

ive

Approaches issues with a broad perspective, considers other departments and to the big picture

Brings in interesting developments from other areas and has a sense of how they relate to the work

Make sense of complexity and conveys their thinking so others ‘get it’

Applies their insights in fresh and creative ways Makes decisions that generally prove correct over time

Intellectual arrogance Black and white thinking Doesn’t value others’ input Own greatness casts a shadow Always has the ‘right’ answer Doesn’t ask questions

Behaviors Red Flags

Un

de

rsta

nd

ing

Oth

ers

Understands and values other people – their points of view and feeling

Good listeners, especially to people with a different approach or background

Engages people in a way that others want to work with and for them

Inspires and gets the most out of others Displays concern for team

Career driven at others’ expense Avoids performance issues or conflict Not interested in people Culturally non-adaptive Too task focused

Behaviors Red Flags

Pe

rso

nal

M

atu

rity

Displays poise, maturity and balance, especially under stress Accepts problems, mistakes, or negative feedback as

opportunities to learn and do better Persists when faced with obstacles with a ‘can do’ attitude Helps others cope with change and difficulty Increases the likelihood that a team will be reasonable and

productive through their presence

Lack of self control Perfectionist Too results focused Think they can do it all themselves Gets too upset when things don’t go well, doesn’t

recover

A Few Competencies for Critical Roles

Conceptual Thinking

Impact and Influence

Matrix Leadership

Building Organizational Capability

Strategic Relationship Building

Innovation

Information Seeking

Initiative

Team Leadership

Teamwork

11

Leadership Roles Technical Roles

Leadership Styles

Coercive: More directive than direction-setting, and compliance

Authoritative: The communication of business-critical priorities and letting others know, on an on-going basis, where they stand in relation to them.

Affiliative: Putting the person before the task, emphasizing harmony of work relations.

Democratic: Soliciting input from others, getting others to decide on a course of action.

Pacesetting: Acting to deliver work to a high standard of excellence, serving as the model for excellence.

Coaching: The long-term development of capability that goes beyond immediate task delivery and is critical to building a vibrant talent pipeline against future demand.

• “Please, just do it”.

• “This is a really important product launch that will create value for our customers. You need to drive this over the next 8 weeks”

• “Hi Sally, so how’s it going on that project team?”

• “Shen Zi, what’s your perspective on this?”

• “I’ve been here till midnight every single day this week, and will get this done at any cost”

• “Joe, so what could you have done to influence the decision on the budget”

12

Style flexibility - the ability to use leadership styles relevant to the situation- is important

Based on work done by the Hay/Mc Ber. “Leadership: An Introduction to Fundamental Concepts and Styles” By: Anne Breen

Some Potential De-railers

13

Lack of self-confidence Avoids making tough stances and seeking new challenges

Lack of leadership humility Makes people feel stupid, not seen as open and approachable, devalues

the contribution of others

Difficulty managing relationships Has left a trail of bruised people, tends to adapt a bullying style under

stress

Questionable integrity Says one thing, does another; does not get along with others; does not

“walk the talk”

Lack of collaboration Openly frustrated when collaborating with others; does not seek others’

input, is reluctant to share decision making with others

Lack of cross cultural competence Does not attend to cross cultural difference, cannot work effectively with

those from different cultural backgrounds

Difficulty holding people

accountable

Allows poor performers to “slide by,” enforces inconsistent standards of

performance

Lack of self-awareness Unable to clearly understand strengths and areas of development; blind to

weaknesses

Monsanto’s Global Business Talent Pipeline

Talent Segments Talent Strategies

14

Potential

Sales Reps / TD Reps

Sales / Marketing / TD Managers

Sales / Marketing / TD Leads

Sub Region / Country Lead

Region Lead

Global Business Operations Lead

Early

Mid

Senior

Levels Segment Acquisition Development Engagement

Development Plans & Coaches

Leadership Connect

R E G I O N A L

LEADERSHIP EXCHANGE

GLOBALLEADERSHIP

EXCHANGE

Per

form

ance

PotentialP

erfo

rman

ce

Potential

Per

form

ance

Career DevelopmentYou own your career

Key Steps:

• Understand yourself – Strengths

– Development Areas

– Aspirations

– Career Drivers

• Define your horizons– Direction

– Types of roles

• Create a Career Development Plan– Identify destination roles

– Key experiences / types of roles

– Key milestones and timelines

– Prioritize your development needs

• Create SMART Development Plans

• Execute– Track progress

– Modify plan as needed

Overall Career Plan

Career Interests & Objectives

Development Plan

SELF

AWARENESS

Career Drivers / AnchorsKnowing what you need from your career is really important...

• Entrepreneurial:– Creating new things; championing new

ideas, products, processes and so on.

• Autonomy:– Having the freedom to control one's own

work methods, schedules and outcomes; being self-reliant.

• Idealistic:– Being dedicated to a cause greater than

oneself in service to others.

• Lifestyle:– Achieving a certain life-style by finding

ways to balance and integrate one's personal needs with the needs of work and career.

• Functional/ Technical:– Engaging in work that utilizes one's specific

talents and education; doing work where one can be the expert.

• Security:– Needing security, stability, recognition and

predictability; demonstrating qualities of loyalty, dependability and hard work.

• Managerial:– Being in roles where one can provide

direction and leadership for others; climbing the managerial ladder.

• Challenge:– Doing things that represent ever-

increasing challenge; overcoming significant odds or winning against formidable competitors.

The concept of Career Drivers was developed from work done by E.H. Schein for the Office of Naval Research .

Making The Transition Into the Corporate World

• The ability to build connections early impacts your effectiveness in driving results

• Understand how decisions get made, and the key influencers and decision makers

• Study the culture - the stated and the unstated norms

• Find mentors and buddies who can help you navigate

• Work on getting buy in - articulate ‘what’s in it for me?’ for each stakeholder

• Understand the customer and the business of your organization

• Work on your peer relationships - most people can manage upwards

• Pause to think about your leaderships style and how you impact people

• Ask for feedback - ask often, ask people at different levels / functions

• Spot the trends early - what’s changing, what new skills are needed, and prepare

• Be open to going where your career might take you

• Know when you’re having fun!

17

Questions

18

Dipankar BandyopadhyayGlobal Talent Management LeadDipankar.bandyopadhyay@monsanto.com

BACKUP SLIDES

19

A combination of Seeds and Traits creates value for our customers

20

Seeds Traits

Herbicide tolerance

MonsantoVegetables

Insect Protection

Weather Protection

IncreasedProductivity

Our Global Businesses are Diverse and Growing

• A leader in seeds, crop protection & biotechnology

• Headquartered in St. Louis

• Employs more than 20,000 people worldwide• More than 500 locations worldwide

Sales by Geography

NA

E-A

LA

A-P

Business Segments

Seeds and Genomics

Agricultural Productivity

United States

Europe, Middle East

India

China

Asia Pacific

Latin America South

Canada

Latin America North Brazil

Africa

Working in a Matrix OrganizationIdentify stakeholders, involve them early…

– Mapping your stakeholders:

• who does what here

• who could have an important perspective

• who could be impacted by your work

• who are the peers you need to enroll

• who are the decision makers

• who are the influencers

– Shared Ownership

• Get input from your stakeholders early

• Incorporate their feedback into the plan

– Moving from ‘mine’ to ‘ours’

• Letting go of ideas can be tough

• It’s more important that the idea gets implemented, than it’s seen as just yours

– Alignment aids execution

• While it takes longer to get to agreement

• However it’s smoother to execute later when people are aligned

– Building networks early impacts effectiveness and performance

22

Global Commercial Emerging Leaders Program

Selection

•Local hiring

•Final interviews with global Panel

•Assessment Center to assess potential and fit

On-boarding

•Centralized in STL

•Local On-boarding

•Assignment of Mentors

•Understanding Monsanto & its functions

Start Role (Home)

•Role assignment in core Commercial area

•Balance of learning & business deliverables

•Role to round off past experiences

Training

•Business Updates from global leaders

•Functional Best Practices Sharing

•Mentoring Sessions

Review

•Annual Review with Manager

•Feedback & assignment to second role

Training•Leadership training

•Strategy sessions

•Business Simulations

• Cross cultural skills

Start Role (International)•Diverse category of experience

•Local Mentor

•Cross cultural exposure

Market Visit

•Visit to a live market

•Live case analysis on different business aspects

•Presentations to County Leadership

Graduation

•Review and feedback

•Final role assignment

•Recognition and celebration

Ongoing Review

•People Review & Succession Planning Updates

Year 1

Year 2

Sept 10

Nominations from Regions

Announcement

Web Conference Launch at Mentor –

Mentee Event

Mentoring Goals

Oct 10

Monthly Calls (Mentor- Mentee)

Jan 11

Ongoing Check In By Steering Team

Dec 11

Web Conference -Closing Event

Web Conference -

Mid Year Event

Dec 10

Matching Process

Dec 10

Brief Mentors, Mentees & Managers

July 11

Mid Year Review

Year End Review

Mentoring Plus

24

Web Conferences - Learning Events

Value Selling

Value Selling

0.5 days

Professional Selling Skills

2.5 days

Provide guidance on effective, positive sales call opening

Opening

Probing Provide learning for effective questioning and information gathering

Supporting Provide instruction on best practices for providing useful information to the customer allowing for informed decision-making

Handling Objections

Closing Provide strategies for recognizing customer preparedness to move ahead in the sales cycle

Provide effective skills for resolving indifference based objections and drawback based objections from the customer

Strategic Significance

Sharing Our Story

Understanding Value

Bridging Value and Price

Communicating the Message

Committing to the Message

25

• Regional Leadership Teams• Managers• Sales Reps

• Sales Managers• Sales Reps

Business Forum

• Business Forum– Week long classroom training sessions in St Louis on specific functional areas

• Strategy Management

• Product Management

• Supply Chain Management

– Business sponsors & Talent Management partner with external business school on content development

• Delivery Method– Classroom sessions in St. Louis scheduled

– Theory, case study, simulations and Monsanto application exercise to apply learning

Calendar

– May• Product Management

– July• Business Strategy

– August• Supply Chain Mgmt

Illustration

Business Strategy Module• Participants are given an overview Strategy &

definition (theory)

• Case Study application

• Business Simulation

• Paired into working groups for live Monsanto case study / interactive session