Client Stories

Boot Camp: Oppenheimer Funds
Oppenheimer Funds realized that it needed to differentiate itself. Leadership saw a strategic opportunity to develop and manage the firm’s talent pipeline and human capital and recruited Duke CE to design a program to help participants understand how to utilize their right brain to create an improved client experience.

Preparing Leaders for the Future: Hess
Aimed at mid-level leaders responsible for the critical role of translating company strategy into the daily actions that move Hess and its people forward, the Business Essentials Program recognizes the importance of growing leaders’ capabilities so they can be more effective both now and in the future.

Inside Look: The Market as a Classroom
Project Director Sara Nilsson DeHanas talks about the approach of using the market as a classroom in client programs.

Inside Look: Construction Sector with Alan Webber
In London, construction is a key economic sector. How can you expand this industry overseas?

Leadership 4 Growth: Enterprise Ireland
Government agency Enterprise Ireland has partnered with Duke CE to help the Irish construction industry take advantage of global opportunities.

Forward Looking Insight: IBM
When IBM brought together three global organizations – Marketing, Communications and Corporate Social Responsibility – it turned to Duke CE to professionals focus on the more strategic topics required for leadership.

Can You Hear Me Now?: Verizon
With a mantra of “you touch it, you own it,” Verizon engages Duke CE to help create a leadership culture and personal accountability. The “Accelerating Growth” program is a game-changer.

You Cannot Buy Leadership Competence: Emirates Bank Group
The combination of classroom learning with action learning proved to be very powerful for this rapidly expanding Middle Eastern bank.

East to the Future: Genpact
Faced with both a price squeeze and a war for talent, an Indian company with global aspirations and an impressive pedigree entered a new line of business, turning to executive education to facilitate its transition.

Point of the Wedge:  Professional services firm
If the words “high-risk, high-stress, and highly-regulated” resonate in your organization, hospitals may have something important to teach you.

Gaining Clarity Around Strategy at a Corporate University : Ingersoll Rand
“We don’t develop anything unless it has executive sponsors,” says the dean of this corporate university.  The top brass helps design, assess, teach—and attend. 

Think Globally, Act Globally: The Nature Conservancy
A US-based organization develops global leaders to meet a radical goal.

New Model, New Culture: Rio Tinto
Pressures on the mining industry include regulation, BRIC growth, technological change, an aging workforce, and the changing nature of the employment contract, says the head of people development for this leading international mining group in a video interview.

Work-Life Balance: Professional services firm
Knowing that worthy activities such as beginning a family, caring for aging parents, and taking a leadership role in the community can derail a burgeoning career, one firm set out to give employees the tools for managing their own priorities. Turnover declined.

Compasses, Clues, and Camels:  Metals & Mining Firm
When they were formed into small teams and told to find buried treasure, it didn’t occur to leaders in this global organization that sharing talent in pursuit of a complex goal might work better than competing with each other.