Developing Global Leadership competencies helps organizations manage disruptive change and align leaders to take the company into tomorrow.
At Insight Experience, we help leaders develop the capabilities to drive meaningful change across large corporations. In our experience, cohesive Global Leadership is as contingent on peer connection and collaboration as it is on skill-building. As a result, we often design these experiences as learning journeys over time; with multiple touch-points, participants develop a shared language, work toward joint goals, and develop a sense of camaraderie and trust that carries far into the future. This is critical as participants work together to take on the challenges of an organization undergoing disruptive change. At the same time, we work with participants to deepen their individual leadership skills and self awareness.
While rooted in our award-winning concept of Balancing Leadership™, our Global Leadership approach can be experienced through multiple learning channels, both off-site and at work. This flexibility in learning can be combined with real-world examples and even directly woven into the work day, enabling the effective transfer of insights into ongoing actions aligned with the strategy of the business and its business objectives.
Excellence in Learning
A Global Leadership program received a Gold medal from the Brandon Hall Group for Excellence in Learning: Supporting a Change Transformation Business Strategy.
The Global Executive Leadership program is a global development program created to support Ford’s transformational strategy as a mobility company. Every piece of the Global Executive Leadership program was tailored to fit Ford's needs, including our Organizational Leadership simulation, which was customized to the Ford context with technology and customer-driven disruption. A key component in the customization for the Global Executive Leadership program was extending the reach to the target audience while keeping the program within budget.
- Develop Self Awareness.
- Align to Company Strategy.
- Build Strategic Thinking Skills.
- Strengthen Business Acumen.
- Enhance Customer Centricity.
- Learn to Manage Disruptive Change.
- Build Peer Network and Cohort Identity.
- Rising Mid-level Executives.
- Learning Journey Over Time.
- 8-50 Participants.
- Multiple Touch Points Using Blended Learning.
Key Learning Points
Observations from Ford program leaders and facilitators
"The power of the cohort: unleash it and let it grow, beyond the classroom. The classroom experience is simply the gestation ground and launch pad for enduring relationships, and those relationships will change both the leaders and Ford in positive ways."
"The importance of cross-organizational relationships in a supportive, challenging, and work-relevant learning environment (GEL). This creates a community of trust that can support change transformation efforts back at work, especially in the newly redesigned organization structure."
"Give people a forum to engage with real, critical issues and challenges facing the business, combined with an experiential learning environment and some key supporting skills. They will take up the challenge and support each other in addressing them beyond your expectations."
"In times of significant change and upheaval, time away in a learning environment that is supportive and relevant to the change can be extremely powerful. This was a counter-intuitive learning, as the experience of many with other 'training' events during times of disruption has been that people don't show up or mentally check out. This was not the case, even when organizational announcements and layoffs were occurring in participant organizations during GEL offsites."
"Practice what the organization needs: role modeling targeted capabilities like lean, agile and design thinking as methodologies for program design and delivery both models those skills for others and helps the program better support, and even lead, the transformation."
Results: Better leaders faster
The impact of any program is dependent on an organization's ability to utilize it and roll it out.
Since its redesign, the GEL program has had a significant impact on the organization's leadership. Part of that impact has been an extended reach to rising leaders, greater value per attendee, and the lasting impact of these programs on the cohorts as a whole.