Making QBE The Best Place to Work for Talent -- Ideas on Where to Start

Making QBE the Best Place to Work for Talent:
 Ideas on Where to Start Focusing for further education,
exposure, experience and execution in the People
Leadership Quadrant
 Audience: Anyone from the QBE Leadership Academy
Alumni wishing to further their development within the
People Leadership Quadrant
Table of Contents
1) Introduction ________________________________________________________________ 2
2) Reflections on the companies where people want to work and the implications on us __ 3
a. We need to understand the forces that are changing the world we will lead dramatically ________4
b. How do we formulate our response to this radically different world? _________________________5
i) ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE ________________ 6
ii) INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE _______________ 10
3) Next steps ________________________________________________________________ 14

Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
2
1)Introduction
This paper acts as a thought piece on where QBE might focus on creating itself as one of the best places to
work for talent. It was written for two main purposes:
 For the ELP to reflect on in their last meeting of 6-7 May to determine whether they have a role in
creating QBE as the best place to work for talent – and if so, what that role was
 To determine the content of a Leadership Academy Alumni collaborative education piece on the
People Leadership that is further described in the paper known as “Leadership Academy Alumni –
How do I continue developing my leadership”.
As such, it is an introduction only on the types of content the Leadership Academy could further develop for
all alumni to focus on continuous development in the People Leadership quadrant of the leadership
Essentials Model. This is the quadrant we have selected first because it is where our Leadership Insights
data tell us that our leaders have the most to develop. In further papers we will write, we will also provide
thoughts on topics that the Leadership Academy could focus to answer the questions listed against the other
three quadrants.
The goal of this paper is to determine the 10 topics that Leadership Academy Alumni could explore
collaboratively in a series of education, exposure, experience and execution.
What else do we need to
learn as Leadership
Academy alumni in the
People Leadership
quadrant that would make
QBE the best place to work
for talent?
What else do we need to
learn as Leadership
Academy alumni in the
Personal Leadership
quadrant that would make
QBE a company that cares
about its people?
What else do we need to learn as
Leadership Academy alumni in
the Business Leadership
quadrant that would make QBE
the most innovative and global
insurance company?
What else do we need to learn as
Leadership Academy alumni in
the Results Leadership quadrant
that would make QBE the
company that customers choose
for its focus on delivery?

3
2)Reflections on the companies where people want to
work and the implications on us
Where do people really want to work?
The Great Place Work Institute , has published studies that show the 100
best places to work (sponsored by Fortune Magazine) outperformed the
S&P 500 by over two-fold from 1997-2013. These best places to work are
rated by the employees around trust:
o Trust with management because leaders exhibit credibility, fairness,
and respect
o Trust with other employments –“camaraderie”
o Trust that can make a difference through the job that they do
The employees’ trust rating counts
for 2/3/ of the overall rating. The
other third is based on responses to
the Culture Audit, which includes
detailed. questions about pay and
benefit programmes, a series of
open-ended questions about hiring
practices, methods of internal
communication, training, recognition
programmes and diversity efforts
Gallup research shows that globally only 13%of employees are highly
engaged at work – and more disturbingly, 24% are actively disengaged
(leaving 63% “not engaged”).
Our QBE pulse data indicates that:
 39% of our people are inspired by our vision
 45% of people believe that ONE QBE values and behaviours are
demonstrated by their team
 40% of our people believe senior leaders role model our ONE QBE
values and behaviours
Deloitte Global Human Capital Research just published shows that only 8%
of large companies feel they have programmes to help employees adapt to
the new world. This survey included 2,532 business and HR leaders across
94 countries and all major industries

4
Reminding ourselves of some of the trends that we covered over the year now that 2014 that has arrived at our
doorstep, let’s determine how we might respond as an ELP cohort with over 655 alumni of a Leadership
Academy. We are determined that the academy be much more than a static set of courses that soon lose their
memory, experience and relevance.
a. We need to understand the forces that are changing the world we will lead
dramatically
2014 a Turning Point: A turning point when global recession ends and business
puts plans in place for a new wave of growth BUT meets a workforce that has
significantly shifted from the following changes:
Globalisation: In 2013, the developing countries contributed 50% of the world’s
GDP, which will grow to 55% by 2013. Leading companies source talent globally
– and constantly move their talent around for development, innovation and
inspiration
Mobiles, social, cloud: At the start of 2008, there were only 3 million Apple
iPhone mobile devices in the world. At the end of 2013, there were 1 billion
smartphones and more than 420 million iPhone mobile devices. Facebook had
a million users in 2004 and now has 1.23 billion users. This has transformed the
world of recruiting, education, analytics and the way we work. We are online
24/7, relentlessly flooded with information, messages and communications.
Companies must learn to absorb technology change while simultaneously
making it simple.
Mind overwhelm Beware, however, of the “overwhelm” of people now though in
this new world!! Research is showing us some worrisome trends – people
looking at phones 150 times a day; people spending 41% of their time doing
tasks that offer little value to the company and could be done much more
competently by others. We cling to email answering because it makes us feel
we have achieved because we feel busy and thus important while we are
missing the real thinking that we as innovation creators really need to do
Diversity, inclusion: Millennials ARE different in the way they prefer to work
and their ambitions, and they will make up 75% of the global workforce by 2025.
They want to feel like they are running their own businesses, and they want
accelerated career growth. They don’t trust current leaders to deliver what they
want (only 20% of them trust leaders to make ethical decisions; 61% believe that
management is the biggest barrier to innovation) Baby boomers want to stay,
too – and are extending their careers. We will have the most multi-generational
workforce in history and the most multicultural.
Shift in our view of pure capitalism: The rise of “conscious capitalism” is
making new demands on businesses, with social and community concerns rising
to new levels of priorities. Regulation is increasing. The concepts of mission
and purpose that have real meaning to employees is becoming important as the
world grapples with an increasingly worrisome trends in statistics: in the US
100% of the wealth of the world went to 20% of the households; 50% of it went
to 4%. See interesting readings in Conscious Capitalism and Firms of
Endearment See Arianna Huffington Third Metric – beyond just money and
power.
Technology changing how we work and skills we need: Collaborative
technologies, when used well, open the world up for companies to connect,
innovate, easily accessing expertise within and outside the world. New skills in
analytics, machine-assisted manufacturing, and the services industries are
booming
I don’t want a
career; I want an
experience

5
b. How do we formulate our response to this radically different world?
In the pages that follow, we have started a list of areas we might start to investigate as a collective ELP
leading a collective Leadership Academy alumni through education, dialogue and practice– if there were
interest.
Take this list as a start. We have provided a description of each area that we think is worth
investigating. In summary, the list of areas is ten:
ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE
1. Broaden, deepen and accelerate leadership development at all levels
2. Radically rethink what we are teaching in leadership and culture
3. Build workforce capabilities that are global and can deal with a VUCA world
4. Re-energise corporate learning by putting our employees in charge of their own
growth
5. Redesign performance management’s archaic practices
INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE
6. Develop innovative ways to attract, source, and recruit talent
7. Inspire passion and purpose in each person
8. Move from diversity to inclusion
9. Help the overwhelmed employee deal with the flood of information and
distraction in the workplace
10. Involve everyone in formulating strategy and driving innovation—not just the
Top 50 or the Top 200

6
i) ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE
1. Broaden, deepen and accelerate leadership development
at all levels across the organisation as a daily mission– especially at the first-
level and mid-level transitions. While the Leadership Academy has started this
– we know that the shelf-life of courses without practice is very short. We must
find ways to develop leaders consciously on the job continuously that is
reinforced by modern feedback mechanisms – crowd-sourcing sources of talent,
paths of learning, paths of careers, thus truly identifying our leading stars, who
might be found at all levels.
For the next evolution of the Leadership Academy, we are looking at ways for
people to build their awareness of the leadership gaps they are closing
throughout the day – providing crowd-sourcing ways (like Amazon does) for
people to collect feedback, find mentors, find courses that would suit their
ambitions and find career trajectories that would suit their desires. This will be
based around our Leadership Portal – a combination of collaboration; courses,
experts and mentors identified based on your profile of skill and ambition;
succession ideas that are not only thought by the “black box” of succession
planners but now actually crowd-sourced by people who can see potential in
others that the central succession planners cannot see
2. Radically rethink what we are teaching in leadership and strategy
Skim the article in Forbes on “The Management Revolution” and the following
month’s “How to Lead a Flat Army.” The opening paragraph for this article
shows that we have a lot of rethinking --- that needs to be done together:
What on earth is happening to management? Formerly self-evident truths
are being cast aside. The sacred goal of maximizing shareholder value is
now “the dumbest idea in the world”. The search for the holy grail of
“sustainable competitive advantage” is now recognized as futile. The
“essence of strategy” seen as “coping with competitors” is obsolete. The uni-
directional value chain—the very core of 20th Century management
thinking—is now a problem, not a solution. The short-term gains of large-
scale off-shoring of manufacturing are recognized to have caused massive
loss of competitive capacity. Supposed distinctions between leaders and
managers have collapsed. To top it off, a slew of recent management books
suggest that today’s organizations represent a failure so deep and pervasive
that there are hardly words to describe it. A veritable revolution in
management is under way.
Gary Hamel reminds us that: “Tomorrow’s business imperatives lie outside
the performance envelope of today’s bureaucracy-infused management
practices… Equipping organizations to tackle the future would require a
management revolution no less momentous than the one that spawned
modern industry.
At QBE, we need to create dialogue now that takes us far beyond the
hierarchical thinking that only the top 200 can think about strategy – and at the
Leadership Academy, we have the collaborative tools now to have this
“dialogue” – “creating meaning through word.” We can write, we can video, we
can create jams – which are virtual conferences held for a few days across the

7
world. Let’s be creative around this. As our Forbes author writes:
I like the author of “Flat Army”, Dan Ponefract’s thoughts: a “flat army” might
perhaps be regarded as an oxymoron: armies have historically been—and
mostly still are—quintessential models of steep hierarchies that frustrate
everyone by their mindless application of rules regardless of context, and by
their overriding respect for authority over competence.
Dan told me that he is using “army” in the sense of “a group of people who
share similar aims or beliefs”. The word “army” derives from the medieval
Latin term of “armata” which loosely means a flotilla of vessels moving
together. A “flat army” is thus an organization (or a team) that works together
to achieve a business result – a corporate commonality. It is part situational
hierarchy, part heterarchy and part common purpose.
How do we as leaders of QBE create an organisation that is part situational
hierarchy, part heterarchy, and part common purpose – and what should our purpose
truly be?
How can we be more creative around strategic thinking in ways we have never been
taught to do? This might be the focus of a Leadership Academy that not only
focuses on people and personal leadership, but also on business and results
leadership.
3. Build workforce capabilities that are global and can deal with a VUCA
world
If we are going to continue to expand globally and think globally, we need people
who have the world as their context, can see things without being overwhelmed
by VUCA (volatility, uncertainty, complexity, ambiguity), and can move from one
country to the next easily – through the global mobility they can easily find through
our integrated and transparent global opportunities.
Through its global programmes of Executive Leader Programme and Senior
Leader Programme, the Leadership Academy is assisting people to really get to
know each other, understanding the way each other thinks – and allowing people
to create connections that make innovation and collaboration easy. We can’t
afford to fly everyone around the world, but through the video technology that is
built into the Leadership Academy portal, we can build virtual connections of
people interested in various aspects of strategy and leadership development who
can meet virtually and see each other in a much greater presence than any audio-
webinar could ever hope to achieve. We would like this to be our next efforts,
which would be seen simply as an extension of learning in the classroom.
4. Re-energise corporate learning by putting our employees in charge of their
growth –
We need to find ways of ensuring that our people find multiple, transparent and
easy-to-find ways to develop their talent and their career globally. Global motility
is essential. The great places to work allow people to move from job to job
without fear of failure. At the moment, only 3% of the companies that Bersin by
Deloitte studies deliver strong mobility programmes, yet this is one of the
strongest drivers of engagement and continuous learning. Companies like
Facebook, Dropbook, Twitter and LinkedIn offer their companies continuous
learning and career growth – every year asking their employees what they want

8
to do next in order to expand – and the great companies are getting their
employees to design their own job descriptions – which change constantly to suit
the strategy of the business. These organisations meet Daniel Pink’s call for
autonomy, mastery and purpose.
Our QBE people will require open access to seeing opportunities around the
world (which may not always be described by a detailed job description) and an
understanding of what capabilities are require and how to develop these
capabilities -- if not today, then tomorrow. Our people need to have access to
assessment tools that help them rate their own capabilities against opportunities
that interest them – and then provide them with the results that link them to the
development that would be easy to access in any shape/any time of the day/from
any platform ......and that is recognisable and reward-worthy of their efforts. Our
hiring processes must be transparent – so we provide our people with interview
guides and give them the feedback they need when they both win the job and not
win the job. There is always another way to improve and get better – and it’s
worthwhile for the time.
Over the next year, QBE’s Centre for Excellence, Talent & Leadership will start
building career portals that employees can use to do just that assessment and
development. Our Leadership Portal will have open courses and references to
Mass Open Online Courses that leaders can take to plug the gaps they want to
plug. We are also working with other parts of the business to begin developing
expertise for our specialists – for example an “Underwriting Academy” under the
sponsorship of the GUDF.
5. Redesign performance management’s archaic practices.
Our employee performance does not follow a bell curve and we shouldn’t grade
by the curve. Performance systems of today create agonising problems with
employee performance and happiness. The bell curve creates a system of “rank
and yank,” forcing managers to reward a small percentage at the top and keep a
large percentage in the middle. What happens with the old 5-point rating is that
we ration the number of high performance ratings, we create losers at the
bottom, and we keep the bulk of our population known to themselves and the
organisation as “average.”
Research by Boyle and Aguinis on researchers, entertainers, politicians and
athletes found that performance in 94% of these groups did not follow a normal
distribution. They fell into what is called a “Paretian” or “Power” distribution
where there are a small number of people who are “hyper high performers,” a
broad swath of people who are “good performers” and a smaller number of
people who are “low performers.” This curve has very different characteristics
from the average. In this curve only 10-15% of the population are above average
and most are below average – the concept of average becomes meaningless. In
fact, hyper-performers in the innovation era can be multiples of more productivity
than their peers – 10x in software engineers, for example.
Look for hyper-performers who start companies, develop new products, create
amazing advertising copy, write award winning books and articles. For the rest
of your people, however, don’t call them “average” – find ways of collaboration,
professional development, coaching, and empowering to get the performers
towards the right of the Power curve.

9
We need different models – Bersin’s research cites all the evidence that is
proving what we already know about bell-curve grading, with the biggest finding
that company performance actually dips after performance management
processes:
1. No one wants to be rated on a five point scale. Reducing a single year work
to a single number is degrading, creating a defensive reaction and definitely not
encouraging people to improve. Performance evaluation should be continuous,
focusing on what to build on in strengths
2. Ultra-high performers are actually incentivised to leave and collaboration may
be limited. With a bell curve, most of the incentive money goes to the middle. If
you get “4” or a “3” you’ll probably feel under-appreciated even though you may
be paid well relative to performance. Most don’t believe that getting a “5” is even
possible so they don’t try and they don’t trust each other to collaborate given that
they are competing against each other to get a limited place in the “5”’s
3. “3” performers are not highly motivated to improve – you may be a frustrated
high performer who wants to improve but you could also be happy to stay as you
are, never striving to go past mediocrity. Without informed and tailored feedback
that challenges each person to move from where they are, a “3” just keeps
people safe, and in many cases “safe and angry.”
4. Compensation is inefficiently distributed – a bell curve does not reflect
accurately how people contribute because performance is not a bell curve. We
actually need higher variability in pay – basing it on value add, market wages and
scarcity of skills and not tenure and history
5. Incentives to develop and grow are reduced: Under a bell curve system,
people hang out in the 80% segment and don’t strive to be a high performer.
Companies with a 1-5 bell curve process are also companies who don’t have
anywhere to go for a person striving for high performance.
We need to get as analytical and psychologically insightful about performance as we
do on our customer’s analytics. Whilst the Leadership Academy does not have any
intentions to reformulate performance and reward, we would be happy to provide
education and forums for our leaders to reflect on the type of performance they want
to build for the future – looking at what other companies do and how other
companies think .

10
ii) INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE
6. Develop innovative ways to attract, source, and recruit talent
“Talent acquisition” and “recruitment” are not the same. Talent acquisition is
much more sophisticated these days – and it starts with business strategy –
sometimes following it, and more and more driving that strategy – see Booz &
Co, now PwC-owned Strategy &’s work on Capability-Driven Strategy. Talent
acquisition also incorporates employment branding, candidate relationship
management, selecting, hiring, onboarding, metrics and analysis.
What is QBE’s Employee Value Proposition to the external talent world? Why
would people want to work for us? If we can’t answer this as an Executive
Leader of QBE with a few powerful stories, then we need to work more together
to do this. Our EVP should be a clear set of propositions that differentiate QBE
in the market of attracting talent – showing provocatively what employees can
expect from QBE . . .and what QBE expects from employees --- the “give” and
the “get.” Brand alignment between customer and employee is essential in this
equation.
What do you think our internal and external brand alignment is? How would you
describe it by way of story?
And how do we attract people through the hundreds of channels that exist now
for people finding employment? Our talent systems must have direct links that
are automatically updating our presence on portals like LinkedIn, Broadbean,
Monster, TalentBin and Hire Right. It must be easy for prospective talent to find
out about us, our careers, our opportunities, and our culture. In reverse, it must
be easy for us to find about them as well. We need a portal where they can
keep us updated on their own careers, how they are developing, a portal where
they can take our online assessments to find out about their skills, their
technical match with our needs, their behavioural match with our culture, and
how they would fill any gaps if they had them. We need to be able to talk to
prospective employees by video, and we should never, never lose track of
prospective employees even if they don’t fit right away. It’s kind of like losing
track of a customer. Never ever.
And did we mention globally integrated talent acquisition?
7. Inspire passion and purpose in each person
How do we move beyond the target of “retention,” which sounds like a bit like
a jail term? How can we create meaningful work and leadership that we can
trust?
If only 45% of our people believe that ONE QBE values and behaviours are
demonstrated everyday in their team, why do we think that is? Are our
values meaningful – can our people remember them and relate to them?
Companies that are great places to work have values that are live, constantly
reflected on, and gathering constant stories momentum around them. We
were particularly inspired by the company Zappos and the way it displays its
values and talks about them with real live language, employees and
examples. They actually have the audacity to focus on happiness.
Apparently, they start all meetings at Zappos with a story about how a value
was demonstrated, and these values are provocative:

11
1.Deliver WOW Through Service
2.Embrace and Drive Change
3.Create Fun and A Little Weirdness
4.Be Adventurous, Creative, and Open-Minded
5.Pursue Growth and Learning
6.Build Open and Honest Relationships With Communication
7.Build a Positive Team and Family Spirit
8.Do More With Less
9.Be Passionate and Determined
10.Be Humble
Are we as leaders of QBE attracting the trust from our people today and are
we demonstrating our values clearly? Gone are the days of the hard-
nosed, profit-obsessed leader. People expect leaders to work hard, but they
also expect leaders to provide a mission that matters – and to demonstrate
the values of trust, consciousness and soul. They want leaders who balance
their work by also taking care of our health, our families, and our health.
This means focusing on self-awareness, exercise, sleep and mindfulness.
It is well worth us as senior leaders of the organisation to start the dialogue
around passion, purpose, and a better way to manage ourselves. Building
our commitment to the community has been a fantastic initiative as a start,
but we cannot forget that we have a community within QBE we must nurture.
8. Move from diversity to inclusion
QBE’s first global Diversity Council presented some powerful insights and
statistics in March. We present these here –both the statistics that the Council
could gather without a global Human Capital system as well as the findings they
agreed upon
 Gender:
o While QBE’s gender composition is females at 56% overall, our
gender gap begins at level 4 and widens significantly from Level 3
and beyond (to a 90% men and 10% women at Level 0). This
under-representation of women from Level 4 and beyond then also
directly affects the diverse composition of ‘feeder’ talent pool. In our
expertise with other organisations, this gender gap starts much
earlier in our organisation than that of other organisations
o With new hires – again, we hire more women in at the junior levels
and then it flips to hiring males from Level 3 and beyond.
o Promotions by gender indicate that men are proportionally promoted
consistently higher at all levels
 Age:
o Age profile indicates that the highest proportion of our workforce is
aged 25-34yrs for both male and female, they are also the group that
dominates the roles at Level 6 and 5. Interestingly they too are the
cohort that makes up the largest group of voluntary leavers in QBE -

12
stated reasons for leaving is primarily lack of career opportunities –
challenge and promotion.
Barriers to an inclusive culture at QBE (with variations across Divisions/Regions)
were identified to the Council as follows:
 Attitudes – bias in the way decisions are made
 No consequence management – i.e. when wrong behaviour is displayed
lack of willingness to change
 Lack of information/opportunity to educate oneself
 Culture does not encourage open expression
 Lack of proactive executive sponsorship
 Need for transparent and fair recruitment and promotion practices
 Work/Life integration – poor support of the utilisation of flexibility
 Need for clearer employment policies and processes
 Greater awareness – more communication and marketing of what we are
doing, why and success stories across ONEQBE
This means that if QBE is to realise the business benefit generated from a diverse
and inclusive workplace and facilitate ONEQBE and drive higher engagement and
productivity, then we need to focus on the following priorities:
 Strong pipeline of diverse talent – offering all employees the opportunity to
develop and progress their careers - removing any diversity related
headwinds to attract, retain and optimise the best talent
 Diverse leadership and 'inclusive' capabilities - foster inclusive, gender
balanced leadership teams. Develop cultural dexterity and people agility to
effectively manage differences and different ways of working
 Teamwork and collaboration - Harness diversity of thought for greater
innovation through collaboration - facilitate networking, knowledge sharing
and structuring of diverse cross divisional teams
 Customer connectivity - Develop cultural dexterity and people agility to sell
effectively across diverse customer groups. Understand and meet diverse
customer and consumer product needs and preferences
 Higher engagement of all talent - create a fair, inclusive and respectful place
for all employees irrespective of their gender, age etc Ensure high
commitment, loyalty and performance by valuing diverse backgrounds and
perspectives
9. Help the overwhelmed employee deal with the flood of information and
distraction in the workplace
We need help! Starting with you and the Senior Leader Programme alumni,
we are building an awareness of daily habits we can build with our bodies,
minds and emotions to build minds that can think much more innovatively
and leadership that can establish trust, kindness and presence.
We would like the Leadership Academy to be of assistance to you as you
find your own quiet minds – and will help you access to the ancient wisdom
we have managed to forget in our rush to get ahead --- witness the rise in
mindfulness and the practical leadership techniques of “doing more in far
less time”

13
I think there is far more development that needs to be offered in both the
people and personal segments of our leadership capability – but this is
development that has to be practised daily – one behaviour at a time. We
would like to work with our leaders in a daily way in which we encourage
stillness at least 5 minutes a day, reflection at least an hour a week, and
community reflection at least once every two weeks. We wish to encourage
the humility it will take for us all to become lifelong learners – where minds
are more and more open to a world that no longer will resemble the world we
thought we understood as experts. The beginner’s mind is the mind in which
we will thrive – and it is not a mind harassed by lack of sleep and constant
bombardment of technology.
10. Involve everyone in formulating strategy and driving innovation—not just
the Top 50 or the Top 200
We have the technology now to connect across many more people than the
lucky few who get to fly into a world capital city together. As we formulate
customer value propositions, look at ways we can improve our core
businesses, increase our operational excellence, drive growth in our
emerging markets, build more financial stability and develop our leadership
and talent – we can access so much more if we can create ongoing dialogue
amongst our people to garner their ideas. In turn, they feel like they are
contributing, that they are part of something much larger than themselves,
and that their opinions are heard. Strategising through the Wisdom of the
QBE Crowd is going to get us moving faster and smarter – and much more
passionately. Check out how the world is moving towards the wisdom of the
crowds with this article.
More and more companies are using their internet collaboration tools to
harness strategy and innovation. In our efforts to further the business and
results leadership quadrants of our Leadership Essentials model, the
Leadership Academy would propose that we use our integrated Leadership
Academy portal to drive these types of dialogues – through company-wide
jam sessions on strategy, on innovation and on culture, through ongoing
cross-border dialogue on our discussion boards, through education available
24-7 on any of our topics, through our leaders getting on video that is always
available sharing their ideas and thoughts about directions.
We challenge the ELP to drive this strategic dialogue. through a global
QBE-wide leadership dialogue jam that could be started by you as ELP
members. The term “jam” was coined by IBM in 2001 and is defined as a
mass, global on-line collaborative experience that could last for days – and
could be focused on anything – product ideas, customer value ideas, or
culture improvements. We could establish the lead up to such a jam
(perhaps in 2015) by providing a series of online dialogue, exploration and
education sessions for you to lead the rest of the Leadership Academy
alumni.

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3)Next steps
Log on to the Leadership Academy Portal if you are registered and make yourself a member of “QBE:
The Best Place to Work for Talent” group and write your opinions of this or write to
leadership.academy@qbe.com if you are not registered yet on the Portal. Let us know what you think
about:
 The ten topics we have selected that require further exploration
 Your ideas on how we could work with a group of Leadership Academy Alumni who want to
explore these ideas further
 Your own ideas on what requires exploration from what you have seen
 Your interest in becoming part of an exploration group over the next 12 months

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