Stories of Impact
Action Learning Drives Culture Shift at Ingram Content Group
The evolution of the publishing industry signaled the need for change. Learn how practical innovation principles and targeted action learning projects helped Ingram Content Group realize cost savings and create a more engaged culture.
Global Women in Leadership Initiative Drives Culture Change at Avanade
Avanade, a leading provider of digital and cloud services, set out to attract new talent and develop their Director-level women leaders. They selected 30 manager-level leaders from six continents to participate in an intensive six-month initiative designed to address real business challenges.
Leadership Program Drives Increased Retention and Promotion Rates at Healthcare System
Centura Health, a healthcare system that serves over a half a million people each year across Colorado and western Kansas, believed it was important to invest in leadership development for their physicians as they took on positions of greater responsibility and leadership.
World-Renowned Nonprofit Redesigns Organizational Structure to Create a Brighter Future
When changing market conditions threatened the Institute of International Education’s future success and market growth, they launched an effort to equip their 650 employees with the tools to shift the cultural mindset and create a more forward-thinking organization, focused on driving change.
Fast-Tracking Women in Leadership at Loomis Sayles
In 2013, Loomis Sayles, a Boston-based asset management company, faced some critical talent management challenges. Upon analyzing the results of a comprehensive culture assessment and survey, senior management recognized that in order to recruit, retain and advance women in leadership, they would need to invest differentially in their women leaders.
In Leading Organizational Transition, Albertsons Finds Preparedness and Retention
Albertsons, a national supermarket chain, was exploring ways to increase shareholder value, with acquisition as one potential solution. The company knew from unfortunate past experiences that doing nothing to help the employees prepare for and cope with the upcoming change would spell disaster; it had to take a proactive approach to leading organizational transition.
Advancing Leaders Meets Corporate Ingenuity at Avis Budget Group
When major competitors launched a new offering, Avis Budget Group quickly responded to the challenge of a changing marketplace. Recognizing a need to invest in human capital to foster innovation and stay competitive in the shifting landscape, Avis also acknowledged that, within that goal, it was important to develop and retain a qualified, diverse workforce that included a greater share of female leaders.
Agenda for Change Guides Transition Management to Improve Business Processes at Entegris
Two years after a successful merger, the nationwide economic downturn reared its head, spurring industry-leading Entegris to develop a new competitive advantage. The company had two objectives: (1) capture even greater market share by enhancing key business processes and (2) continue to improve decision-making processes at all levels.
Targeting the Underlying Causes Brings Full-Goal Success at FMC Technologies
FMC Technologies had a goal to double revenue and increase profitability within the next five to seven years. The company had a plan in hand, but upon reviewing the three key focus areas, found below-average customer satisfaction scores and feedback noting inconsistent service and client-relationship management concerns. FMC recognized that it needed to develop new mind-sets, skills, and behaviors.
QuadraMed’s Custom Leadership Program Develops Stronger Leaders and Bottom-Line Results
Organic growth, potential acquisitions, and innovative business models led QuadraMed’s senior leadership team to place a critical, strategic priority on leadership development. But more than standard development, the company’s CEO wanted to better equip QuadraMed’s leaders to deliver strong bottom-line results—and also produce real behavioral change within the organization.
Custom Growth Management Approach Delivers Results For Toyota Financial Services
Rapid growth may be a good problem to have, but it’s still a problem—and when financing plan and vehicle payment-protection provider Toyota Financial Services (TFS) grew from an eight-associate organization to a three-thousand-employee organization, with more than $81 billion in managed assets, the company felt every bit of the widening gap left in its leadership.
Wyndham Thinks Beyond Today, Develops a Leadership Pipeline for the Futures
Wyndham Vacation Ownership realized a shortfall in qualified director-level leaders capable of moving into VP-level positions. The organization knew that it needed to remedy this and wanted a way to develop bottom-line, performance-driven leaders through a hands-on, customized program. Wyndham knew that it needed that next generation of leaders to reinforce a culture of accountability.
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