The financial services industry is being reshaped by a new set of forces, notably lower growth, heightened consumer expectations, increased competitive intensity, and greater regulatory, legal and public scrutiny. To succeed in this lower-growth, lower-return environment, banks must become more productive, innovative, responsive and values-led.
To lead this change, executives need a mindset shift to deal with complexity, embrace uncertainty and solve complex problems – especially where they are not experts and where there are no known or right answers. Faced with this, leaders should orchestrate networks and generate a range of possible options. This can no longer be achieved by sitting in a boardroom brainstorming – the process is too slow and the range of brains involved is (usually) too limited. ANZ’s Suzette Corr, general manager of human resources Australia and group general manager of talent and culture and Anita Fleming , head of learning and development, tell their story.
Norwegian energy giant Statoil developed the leadership capability of its senior managers in a bid to reinvent the company and position itself as a global leader in the oil and gas sector. Dana Bernstein and Ian Turner discuss how they did it in this interview.
Cisco wanted to equip leaders with processes and tools to better navigate a volatile, uncertain landscape. Duke CE provided sensemaking experiences for leaders to engage in the content and challenges facing the organization. For example, participants were spread across different neighborhoods in Miami to study developments in the local infrastructure. Participants were engaged first-hand in fieldwork, pattern recognition and insight generation, all driving a stronger understanding of how their products and services can add to a larger ecosystem.
Baker Hughes needed employees who thought company-wide, not just about their region or division. The company achieved it by launching a series of leadership development initiatives as part of its leadership development framework, starting with the top 150 leaders and cascading throughout the organization. . Thousands of employees have been engaged.
A key component of Novartis’ strategy to develop female talent is the Executive Female Leadership Program (EFLP). It is designed to make a difference — at the individual, business and organizational level. The programme is also intended to provide an experience that impacts not just those who are part of the programme, but also their teams, their managers and the senior management of the organization. EFLP is designed to address specifically those issues that talented women may face when striving for the most senior levels of the organization. Read more in this article from Claudia Bidwell, global head of talent management, organizational development and staffing at Novartis.
How can a global Scotch whisky company make its guiding principle – of a great psychological work contract – operate just as well around the world as in the auld country? An international company has to find a way to motivate people of different nationalities with a wide range of drives. Edrington describes its commitment to develop employees across the world, ensuring that their work is meaningful and connects well with Edrington’s strategy.
BBA Aviation: How Experiential Learning Can Energize a Company
BBA Aviation CEO Simon Pryce describes the impact of his company’s leadership development initiative, an impact he explains is due in large part to the program’s emphasis on experiential learning.
Global Pharmaceutical: Leading in Multi-Speed Economies
To become truly “multi-speed”, a global pharmaceutical company partnered with Duke CE to create a customized learning experience for its senior global leaders. With a focus on maintaining global market leadership, leaders needed to learn how to simultaneously operate across economies of varying speeds.
The BMW Group South Africa Graduate Development Programme, which has been around since 2000, creates a pipeline of potential employees for the business over the years. To further enhance this, and to support the transition of graduates from the world of academics into the fast-paced world of work, the BMW Graduate Development Programme was restructured in 2013. This restructuring coincides with the positive reviews that the company has started to receive in graduate employment surveys such as SAGEA and Universum, flagging it as a leading graduate development programme in the automotive industry.
Bank Muscat’s Jadara Programme Gains Momentum
In step with its dynamic ‘Let’s Do More’ vision and commitment to partnership in development of Omani talents, the Jadara Management Development Programme launched in collaboration with Duke Corporate Education is one of the most ambitious initiatives by the bank to equip Omani employees with higher levels of professional competence and skills. A group of 42 employees selected from across the bank are associated with this programme. Future roles have been identified and each participant has been assigned challenging positions and put on an accelerated career path.
Sprint Leadership Summit: Painting a Road Map for the Future
Sprint brought almost 500 senior executives to Duke University this summer for its Leadership Summit. Hosted by its dynamic CEO Marcelo Claure and branded “Sprint Now by Claure,” the leadership summit was designed to align the team around Sprint’s strategy, paint a road map of where the company is headed, help them to be more effective leaders, share progress and celebrate success, said Doug Michelman, SVP of Corporate Communications in this article.