Theme

  • Leadership & Management 55
  • Sales Excellence 19
  • Change & Transformation 5
  • Culture & Collaboration 10

Making the “invisible visible”- changing people’s lives through tailored customer service

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:

Building a new management team to drive cultural and strategic change

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 :

and 1 more…

Getting doctors fit for managerial positions

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:

Implementing the “Roche Way of Customer Engagement”

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.

Shaping leadership in an engineering-driven world

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 :

How a change in behaviour and attitude of client facing employees leads to higher client satisfaction

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.

Developing excellence in people management in a private bank with a new feedback culture

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 :

Developing a global leadership culture in an enterprise of entrepreneurs

To create a consistent global leadership culture across their different business groups Freudenberg set up a leadership framework describing desired behaviours and competencies at different leadership levels. Together with Krauthammer, they designed a global leadership concept consisting in 4 tailor made leadership programs. With these 4 programs, Freudenberg is developing their leaders to go successfully through different leadership transitions and to meet their specific challenges.

Included in the learning journey of Freudenberg :

Building a common leadership culture to engage people after new acquisitions

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.

Included in the learning journey of Provimi:

From recruitment to a full-service HR provider through new consultative sales behaviours

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:

Must Read

Increasing team satisfaction and employee retention through well-trained managers and leaders

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:

Getting doctors fit for managerial positions

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:

Getting doctors fit for managerial positions

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:

Coaching a new Management Committee to operate quickly as one team

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:

Setting standards for a value based leadership culture to follow the strategy of internationalisation

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:

How a change in behaviour and attitude of client facing employees leads to higher client satisfaction

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.