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High-Impact Leadership Development12Other Services442Key Differentiators442Bersin Analysis443Company Contact Information444Development Dimensions International (DDI) 445Company Offering Overview445Features / Capabilities Summary446Other Services446Key Differentiators446Bersin Analysis447Company Contact Information448eCornell 449Company Offering Overview449Features / Capabilities Summary450Key Differentiators450Bersin Analysis451Company Contact Information452Human Capital Institute (HCI) 453Company Offering Overview453Features / Capabilities Summary454Other Services454Key Differentiators454Bersin Analysis455Company Contact Information456Impact Achievement Group, Inc. (IAG) 457Company Offering Overview457Features / Capabilities Summary458Other Services458Key Differentiators458Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development13Bersin Analysis459Company Contact Information459Ken Blanchard Companies 460Company Offering Overview460Features / Capabilities Summary460Other Services461Key Differentiators461Bersin Analysis461Company Contact Information463LeaderPoint 464Company Offering Overview464Features / Capabilities Summary464Other Services465Key Differentiators465Bersin Analysis466Company Contact Information467Ninth House 468Company Offering Overview468Features / Capabilities Summary469Other Services469Key Differentiators469Bersin Analysis470Company Contact Information471Omega Performance 472Company Offering Overview472Features / Capabilities Summary473Other Services473N/A473Key Differentiators473Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development14Bersin Analysis474Company Contact Information475SkillSoft 476Company Offering Overview476Features / Capabilities Summary477Other Services477Key Differentiators477Bersin Analysis478Targeted Learning 480Company Offering Overview480Other Services481Key Differentiators481Bersin Analysis482Appendix VI: Glossary of Terms 484Appendix VII: Table of Figures489About Us497About This Research497Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development15About This ReportKEY POINTMost executivesunderstand that thefuture success oforganizations lies in thebench strength of leadersand in the developmentalopportunities that areafforded to them.Leadership development (LD) has quickly become one of the mostimportant initiatives for HR and learning and development (L&D)managers. In fact, most executives understand that the future successof organizations lies in the bench strength of leaders and in thedevelopmental opportunities that are afforded to them. In our HighImpact Talent Management research , we asked more than 700 HR andL&D managers to rank their top talent-driven challenges. These managersindicated that “filling gaps in the leadership pipeline ” (51 percentof respondents) was their number one challenge – with “creating aperformance-driven culture” (46 percent of respondents) and “difficultyfilling key positions” (38 percent of respondents) rounding out the topthree talent challenges. Filling gaps in the leadership pipeline is clearly anew corporate imperative.Developed after more than a year of research, this report answers keyquestions related to strategy, business impact and common challenges inthe area of leadership development, including the following. How do organizations define leadership development? Do organizations recognize leadership development as part of theirtalent management systems? “Leadership development” is an ongoing systematic process that assesses, developsand grows talent at all levels of management, and integrates tightly with performancemanagement and succession management. For more information, High-Impact Talent Management: Trends, Best Practices andIndustry Solutions, Bersin & Associates / Josh Bersin, May 2007. Available to researchmembers at www.elearningresearch.com or for purchase at www.bersin.com/hitm. “Leadership pipeline” refers to an organization’s ongoing need to have a poolof talent that is readily available to fill positions at all levels of management (as wellas other key positions) as the company grows. At each level, different competencies,knowledge and experiences are required, and (to keep the pipeline filled) theorganization must have programs designed to develop appropriate skills sets. (Alsoknown as the “leadership bench.”) For more information, High-Impact Talent Management: Trends, Best Practices andIndustry Solutions, Bersin & Associates / Josh Bersin, May 2007. “Talent management” is a set of integrated organizational processes designedto attract, manage, develop, motivate and retain key people. The goal of a talentmanagement program is to create a highly responsive, high-performance, sustainableorganization that meets its business targets.Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development16 How do organizations integrate leadership development with otherHR functions, such as recruiting and compensation? What are the key business drivers for leadership development? What are the hot topics for leadership development? How does leadership development fit into an organization’s strategicbusiness plan? What issues or challenges are businesses facing in developing relevantand effective leadership programs? How has leadership development evolved over the last few years? What is the maturity level of an organization as it relates toleadership development programs, processes and strategies? What does the target audience of leadership development look like? To what extent are senior executives playing a role in leadershipdevelopment? How are they contributing? What tools, methodologies and approaches do organizations use todevelop leaders? What factors contribute to the success or failure of leadershipdevelopment initiatives? What factors influence the adoption and longevity of leadershipdevelopment initiatives? Where are there opportunities for organizations to enhance theirleadership development strategies and programs? How do leadership development strategies and programs impactan organization? How are organizations measuring and evaluating theirleadership programs?This in-depth industry study is based on extensive research into thiscomplex and rapidly evolving market, and includes: In-depth interviews with more than 40 leadership development andL&D managers responsible for enterprise leadership development;Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development17 Detailed briefings with 14 leadership development content andservice providers; and, An extensive quantitative survey of 778 leadership development andL&D managers identifying key drivers, business challenges and trendsin leadership development.This report discusses trends, insights and specific recommendations thatwill help organizations understand how to successfully build, improveand manage their leadership pipelines. Throughout this report, you willfind examples of best practices from a number of companies of differentsizes and industries – and at different levels of maturity.We hope this report will provide actionable and insightful bestpractices for training, human resources and organizational development(OD) executives who are charged with the critical task of helpingorganizations improve current leadership and prepare for the impendingshortage of leaders at all levels within the organization. Among otherthings, organizations will ultimately gain an understanding of how to: Take steps to implement each of the six best practices; Develop relationships with senior executives in order to gain theircommitment for and involvement in leadership development; Develop a business case that includes critical information anddemonstrates the business impact; Identify an approach for developing a high-value set of corecompetencies for a given organization; Think through an appropriate and effective leadership programmodel that includes opportunities for learning, applicationand reinforcement; Instill steps into leadership development processes that will ensurestrategic business alignment; “Actionable information” provides data that can be used to make specific businessdecisions. Actionable information is specific, consistent and credible. “Competencies” refers to a set of clearly defined skills, behaviors and knowledgethat are used to evaluate, assess and develop people. “Core values” are higher-levelcompetencies (e.g., quality, customer service) that are often defined by the CEO, and useduniversally to evaluate and coach every employee in the company. Typically, there are onlya few of these (five or fewer) and they are widely marketed throughout the organization.Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development18 Use succession management and performance management processes to develop and maintain a solid leadership pipeline; Select a vendor that is best-suited and the most capable for providingsolutions that will drive improved performance; Develop an effective and realistic leadership program evaluationstrategy; and, Create a plan for moving up the Bersin & Associates LeadershipDevelopment Maturity Model in a reasonable and timely way (formore information, please see section, “Moving from Level to Level”).Practices and Measures StudiedThe goal of our research was to understand best practices in leadershipdevelopment of high-performing organizations. Through this research,we were able to understand the impact that each best practice has onthe overall effectiveness of an organization’s leadership developmentefforts. From there, we defined four levels of organizational maturityas each relates to leadership development. Finally, we were able todistinguish the impact that companies achieve at the varying levels of theMaturity Model based on four key business measures (see Figure 1).We discuss each best practice and Level of Maturity in great detail laterin this report. In addition, these four business measures are discussedthroughout the report, as well as in the section, “Business Impact ofLeadership Development.”One of the toughest challenges in business process research is tryingto truly understand the business outcomes that result from a givenapproach. Ideally, we would like to see a direct relationship betweena company’s leadership development program and an increase inretention, sales or profitability (just to name a few areas). Unfortunately, “Succession management” refers to an organization’s processes for identifying,selecting and managing successors, as well as the processes of career planning andtalent migration. Succession management must be closely aligned with learning anddevelopment. “Performance management” refers to all of the processes managers perform toeffectively lead, manage, assess and develop employees. This typically includes goalsetting, cascading goals, self-assessment, manager assessments, 360-degree assessmentsand development planning.Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

High-Impact Leadership Development19Figure 1:1: hipDevelopmentLeadershipBest Practices1. Senior managementLeadershipMaturityBusinessImpact1. Inconsistent1. Improved2. Structured2. Increased quality3. Focused3. Increased engagement,4. Strategic leadership4. Improved overallmanagementtrainingengagement2. Definedcompetenciesleadershiptraining3. Business strategyalignment4. Multiple levels ofmanagementleadershipdevelopment5. ComprehensiveProgram Design6. Talent managementintegrationdevelopmentbusiness resultsand bench strengthof leadership pipelineretention andteamwork of leadersemployee retentionSource: Bersin & Associates, 2007.because organizations are so complex and leadership development is so“intangible” this is never fully possible. Such research (if undertaken)would also never fully take into account such factors as a company’sproduct strategy or competitive environment, or company-specific issueslike marketing, financial pressures and technology maturity.Since we are focused on providing highly actionable and “pragmatic”information for HR and L&D professionals, we analyzed the impact ofvarious processes on the four business measures as described in Figure 2.These impact measures (while not direct business outcomes) are four ofthe most widely recognized HR measures of business success: Driving performance; Increasing leadership bench strength; Increasing leadership retention; and, Increasing employee retention.Bersin & Associates September 2007 Not for Distribution Licensed MaterialTable of Contents Only

Human Resources and Leadership Development Perspectives 101 The Best Practices of Leadership Development 103 1. Maintain Strong Executive Engagement 103 Impact of Executive Engagement on Leadership Development 105 Executives Must Own Leadership Development 110 Case in Point: Creating a High-Performing Culture at NSLIJ 110