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Purpose & scope:

Problem-Solving Initiative : Leadership for the next 10 years.

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4
PROBLEM STATEMENT
ROOT CAUSE ANALYSIS
REVIEW DATA AND DRAFT HYPOTHESIS

3

1. Representation from Emerging market at Strategic Leadership
level is very low at present which in future will further reduce
emerging market potential both in result and in talent
contribution.

2. Current GSK capability program was designed keeping todays
need in mind and to build the foundation. Key global disruptions
and internal VOC show that talent mix, capability and processes
are inadequate to lead in next 10 years.

3. GSK is not seen as an attractive brand to work for by the younger
generation in the Emerging Markets.

H 1 If there is more diversity and inclusion at CET & at Board level,
we would develop leadership with a robust Global mindset. Leaders
watch walk the talk at the Top.

H2: If we can have governance in place and dare to take risks on
developmental moves, we will accelerate growth of high-potential
individuals . Mindset of leaders at most levels is to resist change. That
suited them so far but will have to change in future.

H3: Current Employee Value Proposition, is inadequate to attract and
retain talent lacks flexibility at workplace and SMAC-(social,
mobile,anaytics and cloud) element.

H4: Our local compensation and benefit package are in many
countries not attractive enough for Hi potentail candidates.




ACTION PLAN

1. Representation of emerging market at Strategic level .
B.Leadership mix change plan
Board : (30% by 2016 and 70% by 2025
CET: 30%by 2016 and 70% by 2025.
LOC: Ready Soon to have one rotation in
Mature Market by 2019.

2. Talent Council by 2015.

3. Relaunch Employee Value Proposition by 2015

4. Retain talent by offering local attractive & customized
benefits Packages by 2015





Leadership
Gap
GSK INTERNAL
ANALYTIC S
CAPABILITIES
ENVIRONMENT PEOPLE
TALENT
MANAGEMENT
Trends : Faster, digital, transparent, quantum &
currency of future
Social structuring-Micro
contribution
Disruptions : Demise of Biz model-

Changes go faster than GSK
Glocalization vs localization and
Globalization

GSK BUSINESS
MODEL
Emerging technologies, Technology and
Data explosion.
Talent Styles, Skills, Knowledge &
selection process

Promoting High performer /
High Potential
Young generation:
Understand , engage and
retain
Reluctant to change
The Talent mix: Board,
CET, LOC, Age, Diversity
(gender & Culture)
Global Mindset

Ability to lead in uncertain
situations
Our systems are not state of the art


Cause and Effect Fishbone

+Technology and Data explosion
+ Trends : Faster, digital, transparent, quantum &
currency of future
+ Disruptions : Demise of Biz model-
+Social structuring-Microcontribution
+ Young generation: Understand , engage and
retain
+ Differentiation from early adopters: e,g
Unilever, Novartis, GE,Nestle,
+Possible impact on Pharma, Consumer and
vaccines




Internal/External environment

+ The Talent mix
Board, CET, LOC, Age, Diversity (gender &
Culture)

+Talent Styles, Skills, Knowledge and
selection process

+ Reward

Current state
Proposal How we close the Gap
TALENT Team update on Leadership in/for EM



+Formation of Talent Council- with Andrew &
Claire as chairpersons

+Improve Leadership mix in Board, CET and in
LOC on EM representation and diversity.

+ Separate CoE on Technology, Digital & Data
analytics

+Eastern & LATAM & Russian culture immersion-
Tie up with universities

+Reward??







A.Formation of Talent council:

B.Leadership mix change plan
Board : (30% by 2016 and 70% by 2025
CET: 30%by 2016 and 70% by 2025.
LOC: Ready Soon to have one rotation in
Mature Market by 2019.

C.CoE DTD (Digital, Technology and Data) Q2
2015

D. Tie up with 3/4 Universities by Q3 2015,
Program launch by Q1 2016.





What is Business
expecting from
HR?
4 things:

1. Bust talent
bureaucracy.

2. Future roadmap .

3. LOC voice and
representation.


4. Reward and
communicate
talent orientation
in leaders.