Shaping leadership in an engineering-driven world
SBM Offshore traditionally focused on its entrepreneurial culture and its “technology creates value” motto. However in 2010, SBM Offshore wanted to make its leadership culture stronger. The challenge was to enable the transformation of the company from a very technology-driven perspective into a more robust leadership-value based culture.
Krauthammer responded by designing a tailor-made leadership programme (LMD) that was aligned with the company strategy.
The leadership and management journey designed by Krauthammer was based on a 361° analysis, a mentoring process and 3 two-day training sessions that were presented using a bi-cultural approach.
160 senior leaders participated in the international cross-border leadership programme (LMD). An additional 450 managers were enrolled in a similar training process in groups of 10. The management programme (MDP) was deployed locally and trained by local Krauthammer consultants.
After 4 years of intensive collaboration, SBM Offshore implemented a new worldwide leadership competency model to re-address their talent management and leadership development activities. Krauthammer accompanied the launch of this new HR initiative as a strategic partner and reviewed both programmes (LMD and MDP) in this new light.
As a result of the two first programmes (LMD + MDP), more than 3,000 actions were captured and reported. An intermediate analysis was conducted on a sampling of those reports. Here are two highlights:
50% of participants reported saving time, energy and stress
36% of participants reported improved team productivity and motivation
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:
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:
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 :
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