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The AI Strategy Working Group is a confidential forum designed for senior executives who are at the forefront of AI strategy in large global organizations.
Before adoption, there are several important questions that executives need to ask each other to manage risks as well as optimize the implementation of ethical generative AI applications.
This is a forum for members to collaborate, learn from each other's successes and challenges, exchange valuable research insights, explore emerging tools, and discuss practical use cases.
By fostering a collaborative environment, the AI Strategy Working Group aims to accelerate the development and implementation of effective and ethical AI strategies.
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The Skills Strategy Working Group shares frameworks, models, question sets, and other tools member firms are using to develop their skills strategies.
Members Include Acushnet, Adobe, Anglo American, AON, Astra Zeneca, Bayer, BMS, Chevron, Chubb, Cigna, Cisco, Colgate, DaVita, Dell, Deloitte, Disney, Eaton, EY, Ericsson, General Mills, Google, Intuit, IBM, IQVIA, Jacobs, IKEA, Kohler, KPMG, MMC, McKinsey, Mastercard, Medtronic, Micron, Microsoft, Nestle, Pernod Ricard, Pfizer, Prudential, PwC, Qualcomm, Siemens, Takeda, TIAA, Trane Technologies, Walmart, and Workday.
Introducing CLO LIFT, a practitioner-led innovation challenge in collaboration with our CLO community. Our goal is to address long-standing learning problems by sharing robust recommendations and thought-provoking viewpoints, focusing on practical solutions led by world-class professionals.
CLO LIFT Challenges to Address
Over the next 12 months, we will facilitate live and virtual working sessions to address the top three challenges.
- Too Busy to Learn - People struggle to find the time and space to engage in deep learning and upskilling. Learning in the flow of work, micro-learning and other bite-sized learning strategies are good for specific task-based skill acquisition but are not effective for deep transformative development. How do CLOs lead the way to help their organizations invest in more time for growth and development?
- Surge New Capability - Just as individuals these days need to upskill continuously, so do whole organizations. The CLO and their teams should be leading the charge on this, anticipating these strategic new skills and then rapidly putting programming and experiences in place to 'surge' the skill. How do CLOs get ahead of the rapidly evolving 'skill-scape', influence investment in upskilling, and bring so much capability to bear to make a material impact on the organization in a matter of months?
- Centralize, De-Centralize, or Federate: The debate on governance within large firms has persisted for generations, yet a definitive solution to the optimal model remains elusive. Companies often undertake substantial projects to transition between models, only to revert to previous ones after a while. This results in inefficiencies and fragmentation due to the presence of shadow organizations, tools, and programs. Conversely, overly centralized systems stifle innovation and agility. As CLOs, it is imperative to develop a clear POV on the ideal governance model and execute a sustainable vision that fosters increased impact and success.
CLO LIFT Objectives
- Develop Practical Solutions: Facilitate world-class professionals in sharing robust, practical recommendations and thought-provoking viewpoints to address major challenges in the L&D ecosystem.
- Produce Practitioners’ POV/Position Papers on each of the challenges
- Enhance CLO Skills: Provide skill-building opportunities for CLOs to strengthen their capabilities as leaders in the L&D space.
- Create a Compelling Narrative: Craft a persuasive narrative to demonstrate the importance of the project to CEOs and CFOs, highlighting its potential impact on the organization.
- Develop a plan to Engage the HR Community: Share the project's output with the broader HR community to share insights and learnings.
CHRO Council members share their insights and challenges of developing and leading the HR function. They cover recruitment, retention, employee experience, total rewards and culture.
Members Include Atlantic Aviation, Avid, Babylon Health, Bancorp, Commvault, Cotopaxi, CUNA Mutual, Double Verify, FIGS, GE, HBSE, JABIL, Kearney, Key Bank, Mastercard, Product Board, Sitecore, Trustwave, UGI Group and Verra Mobility.
The CLO Council focuses on hybrid learning, upskilling, leadership development, digital learning and learning technologies.
Members Include Bank of America, Cisco, Colgate, Comcast, DaVita, Diageo, Ericsson, Google, Intel, Mastercard, Medtronic, Microsoft, Moderna, Mondelez, Nestle, Novartis, Pernod-Ricard, Siemens, Trane Technologies, Walmart and Workday
The CLO Council for Professional Services focuses on learning and development for consulting skills.
Members Include Accenture, AON, Bain, BCG, Deloitte, EY, IBM, Kearney, McKinsey, MMC, Oliver Wyman, and PwC.
The Talent Management Council focuses on effective programs to develop global leaders, accelerate learning, C-Suite engagement, talent mobility, and career development.
Members Include Alexion, Acushnet, Comcast, Concentrix, Deloitte, Disney, Google, Jabil, Liberty Mutual, Medtronic, Qualcomm, State Farm, T. Rowe Price, TJX, Walmart and Workday.
The Talent Acquisition Working Group shares approaches to recruiting, evaluating, and onboarding candidates. They share on how to lead the Talent Acquisition team, new technologies, working with vendors and building an employment brand.
Members Include Citi, Blackrock, Bloomberg, BNY Mellon, Liberty Mutual, Magellan Health, Pfizer, Trane Technologies and Verisk Analytics.
The People Analytics Council is for heads of HR Strategy, Workforce Analytics and Workforce Planning. They share how they leverage workforce analytics for recruitment, retention and productivity. They manage employee sentiment surveys to understand and respond to employee concerns.
Members Include Adobe, Atrium Health, Chevron, Cox Enterprises, Eaton, Hanes Brands, Jacobs, Intuit, Kohler, McKesson, Medtronic, Ross Stores, Southern Company, TC Energy, and Trane Technologies.
Our Innovation and Foresight member firms prepare for alternative futures. They share insights and best practices on managing their function, designing an innovation process, and building a culture to support their mission and trends that will impact their business.
Members include Amway, BAT, BCG, CDC, Hallmark, HUD, Lincoln Financial, P&G, State Farm, Wolverine Worldwide, General Motors, NATO, Sherwin Williams, ServiceNow, State Farm, and Willis Towers Watson
The Global Payroll Council is a network of senior HR and IT leaders focused on sharing best practices and lessons learned in designing and delivering an optimized payroll platform (org models, processes, associated technologies, and vendor relationships) across their firm's global footprint in a cost-effective, customer-oriented and appropriately controlled/compliant manner.
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The Oracle Council is for senior HR and IT leaders who are responsible for HR technology strategy and execution. Their focus is on maximizing benefits from investments in Workday, as well as other HR technologies used for optimizing the delivery of critical HR products and services, such as integrated talent management, learning management, payroll, workforce planning, customer service/portals, and others.
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The Workday Council is for senior HR and IT leaders who are responsible for HR technology strategy and execution. Their focus is on maximizing benefits from investments in Workday, as well as other HR technologies used for optimizing the delivery of critical HR products and services, such as integrated talent management, learning management, payroll, workforce planning, customer service/portals, and others.
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The HR Service Delivery Council focuses on the challenges faced by leaders in the service delivery areas of Human Resources. The focus of the group is managing selfservice, running call centers, global delivery, and increasing effectiveness while controlling costs.
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The Employee Experience Council is for leaders in employee experience (EX), HR, IT, shared services, communications, marketing, and enterprise learning who would like to learn how colleagues in F500 firms are executing EX strategies by sharing practices and results across industries.
Members share how they partner across functions, including HR, IT, Communications, facilities management, and line businesses to leverage customer experience insights to provide a better experience for employees and candidates.
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The Knowledge Leaders Council is for executives that are proven leaders in knowledge management, organizational learning, and leadership development. Formed in 1996, members share trends, insights, and cultural challenges in leveraging knowledge to grow businesses and get work done.
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The Cyber Security Risk Council is for CISOs, business, IT, Risk Management, and R&D leaders responsible for innovation and growing global businesses. Council members share expertise and insight across peer companies, as well as national security organizations.
Information security, privacy, trade secrets, risk management, and PII protection are focus areas.
Membership is by invitation only and consists of organizations across diverse industries. Council members are F500 business unit leaders, risk management officers, CISOs and privacy officers. Due to the nature of this Council, member organizations are not listed.