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:
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:
Bouygues Construction wanted to modernize their managerial practices and behaviours in order to adapt to new expectations and leadership methods with the goal of contributing to a better quality of life at work, harmony and team performance.
Included in the learning journey of Bouygues Construction :
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.
Included in the learning journey of SBM Offshore :
Roche and Krauthammer co-designed and developed a modular sales training concept based on one-day training sessions. All training programmes are now geared to the “Roche way of customer engagement”, a framework defining observable criteria for sales behaviour. Roche and Krauthammer are continuously enhancing this programme to improve agility and customer focus.
Included in the learning journey of Roche :
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:
One of KONE’s targets is to make the company a great place to work by fostering a diverse workforce. But due to its technical environment it’s still a challenge for KONE to drive gender diversity, especially in the different management layers. In response to this challenge KONE BV initiated a development programme exclusively for female employees.
Included in the learning journey of KONE :
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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AkzoNobel Performance Coatings launched a strategy of growth with implications for the sales force. A global sales management training was needed to not only communicate the changes taking place, but also to train sales managers with skills they need for their redefined role.
Included in the learning journey of AkzoNobel:
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:
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:
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 :
Damen Shipyards wanted to develop a leadership framework with special focus on younger high potentials. Together with Krauthammer they co-designed a one-year-programme focusing on personal leadership, influencing and negotiation. The involvement of the senior management, the exchanges on leadership and the strategic part were key success factors of the programme.
Included in the learning journey of Damen Shipyards:
The managers of a private bank were more focussed in their expert role than in their managerial position. To help them feel better suited for their role a five days advanced management training was designed. Conflict handling, performance reviews and realignment meetings were some of the elements which were addressed.
Included in the learning journey of Private Bank :
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 :
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”.
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.
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: