As global leader in hearing solutions Amplifon has more than 12,500 employees in 22 countries. The company’s unique selling point is the value it creates for its customers through superior customer care. Yet, Amplifon saw the need to change its customer approach by further improving its people's clinical and customer oriented skills to be “next to the client”.
Included in the learning journey of Amplifon:
The newly appointed Management Committee of Clariant’s Global Business Services Organisation (GBS) had to act as a real team as from day one. To cope with this challenge they embarked on a 10 months high performing team journey.
Included in the learning journey of Clariant:
After the tournament in 2016 an Appreciative Inquiry workshop was co-designed to reflect on the future development of the event with a positive approach.
Included in the learning journey of Roland Garros :
Huntsman had to unify management tools to close gaps between regions and divisions. The co-designed Advanced Management programme focussed on leadership styles and employee development.
Included in the learning journey of Huntsman:
Provimi needed a common leadership culture after several mergers. Managerial practices and behaviours that required attention in order to unify and drive engagement were identified. Focus areas were performance management, team building and coaching skills.
Luba needed a new sales process based on consultative selling. A management training was designed to coach employees on the new sales process and a sales training focusing on active references.
Included in the learning journey of Luba:
Doctors increasingly adopted dual roles, being both managers and health professionals. A management programme to shape particular skills and competencies such as feedback culture, employee motivation and effective project management was designed for this demanding group.
Included in the learning journey of Gesundheitszentrum Fricktal:
Armacell implemented international standards for performance management through it's 3-day leadership development programme. These standards are now applied by all managing employees.
Included in the learning journey of Armacell:
André Koch wanted its sales force and back office to increase their customer orientation. Two learning journeys were designed: a sales workshop, and a programme for the back office focusing on telephone skills.
Included in the learning journey of André Koch:
AdNovum, a Swiss software engineering company continued to grow. In addition to the general challenges associated with growth advanced leadership skills for line and project managers were needed. A leadership training with special attention on multicultural communication also addressed topics such as “goal setting” and “employee motivation”.
Geodis Road Transport wanted to establish shared managerial rules and exemplary behaviours. Therefore motivational management practices to secure performance, leadership roles and interpersonal relationships needed to be addressed.
Included in the learning journey of Geodis Road Transport :
Eurocontrol needed a performance appraisal process not only based on results but also on exemplary behaviours. Krauthammer set the frame to define desired corporate behaviours which were explored in a one-day management training.
Included in the learning journey of Eurocontrol:
VIVESCIA Agriculture needed the engagement of their managers for the implementation of a new strategic plan. At the same time, the Executive Commitee felt the need to assess their own team practices. The customised "High Performance Team" programme helped to build a mature management team that shared their commitments and monitoring indicators with all of their managers.
Included in the learning journey of VIVESCIA :
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SBM Offshore wanted to make its leadership culture stronger by enabling the transformation of the company from a very technology-driven perspective into a more robust leadership value-based culture. 160 senior leaders participated in the international cross-border leadership programme (LMD) and an additional 450 managers were enrolled in a similar training process.