GROW

Case Study: Developing Global People Managers

Client: Solvay S.A.

Assignment: Solvay S.A., a global specialty chemicals company located in Brussels, Belgium, has partnered with WOW! transformations for more than eight years. WOW! transformations has been responsible for the design, development, deployment and project management of the nine-month, global management development initiative that engages participants through classroom training, e-learning, peer coaching and self-study. The program focuses on developing fundamental leadership skills and competencies for people managers across the global organization.

Strategy & Tactics Used: The project achieved many milestones during the past eight years. The development and deployment happened in four phases:

  • Identify the management skills and competencies required to achieve the program objectives.
  • Increase the manager’s awareness regarding his role and responsibilities
  • Enhance and build management skills and competencies
  • Develop people who develop others
  • Improve levels of employee satisfaction regarding professional and career development
  • Influence the culture of engagement, collaboration and clarity
  • Develop consistent behaviors (coaching, development planning, communication, cultural awareness, etc.) that link to specific organizational models and processes
  • Create the curriculum-flow documents and templates while selecting and managing the vendor-partners involved in the project.
  • Deploy the curricula to geographic locations, evaluating the content and measuring results.
  • Revisit the content as additional countries are rolled-out and adjust the content to adapt to the learning styles and needs of the target audiences, as well as the changes happening within the organization.

The Results: The global learning program was successfully created, tested and launched. The organization is reaping the benefits of consistent management skills, tools and competencies across the organization. Results include:

  • The initiative has launched in North America, South America, Europe, North and South Asia.
  • More than 10 trainers world-wide are facilitating the series.
  • More than 550 managers have successfully completed the program since 2007.
  • More than 200 additional managers are scheduled to complete the program in 2014.
  • The program is mandatory for all new managers.
  • The organization is seeing common management practices and language across all lines of business.

GROW

Case Study: Building Global Leaders

Client: PTC

Assignment: PTC, a global software technology company located in Needham, MA, partnered with WOW! transformations to support and manage the design, development and deployment of a global management development initiative for first-level people managers. WOW! transformations was selected based on its global experience in developing management initiatives, instructional design capabilities and expertise in developing cross-cultural programs. The PTC Leadership Development Program has six components:

  • Design, development and deployment of a world-class, instructor-led global management development learning program, focused on developing core skills and competencies for first-level people managers; including e-learning and virtual modules.
  • Create a platform and processes for new managers across the global organization to learn, share and grow through ongoing communication.
  • Create a communication strategy to promote the global management development initiative.
  • Develop a Sharepoint site that provides direct links to key tools and resources to support the development and informal learning for new managers.
  • Design and deploy a peer mentoring program to provide new managers the opportunity to interact and learn from peer managers in different functions of the organization.
  • Create an inboarding program that supports the assimilation of individual contributors to the role of people manager at PTC.

Strategy & Tactics
Phase 1: Plan for the initiative with the PTC team, as well as conducting The Audit. The Audit helps to understand the target audience and their specific needs; identify current competencies and skills vs. ideal competencies and skills; review existing content; gain organizational knowledge; and gather important information to use in the development of the curriculum map and program components.

Phase 2: Design and development of the Curriculum Map, a roadmap that will layout the structural flow of the program components. The second step is creation of the actual program materials that will be custom designed and develop content using internal teams, as well as development of e-learning and virtual training to meet the needs of a global audience of first-level managers. This phase also includes branding and communications to promote the initiative, as well as beginning the process of identifying and selecting facilitators, and creating the Sharepoint dashboard.

Phase 3: Train and certify internal and external facilitators; deploy the program (local, regional, corporate, etc.); communicate to pilot attendees, stakeholders and other constituent groups to build momentum; execute the pilot; develop the Sharepoint site; global deployment

The Results

  • The stakeholder group approved The Audit findings.
  • Several teams were identified to support the design, development and deployment of the PTC Leadership Development Program: Content Development, Identity and Communications, Change Management and Logistics.
  • Content development is currently under way for classroom, e-learning and virtual modules
  • The Sharepoint site is currently under development, as are the branded assets.
  • Pilot date and facilitators are being selected.


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