COCA-COLA
Sales Development Programme
4000 participants24 languages across EMEA
Focus - increased market share.
This highly successful roll-out took 3 years and involved train-the-trainer knowledge transfer and cost over $3 million US, about $750 per personTHOMSON REUTERS
Management Development program with 12 week follow-on coaching. 102 in 2006 - 170+ planned for 2007. Worldwide delivery in English - delivered in Hong Kong, Singapore, Bangalore, Hanoi, Sydney, London and New York.
Focus - increased organisational effectiveness through leadership competency development.
Highly successful to date - all key measurements are showing a high rate of return and high level of participant enthusiasm for the leadership framework.
BT
Key Account Development Programme
40 KA managers re examined their plans for developing their business within a specific set of key accounts in the UK.Part 2 of the project examined customer loyalty using a web-enabled software tool. The goal was to increase revenue and customer satisfaction in lack luster segment "PAY PHONES" - success was measured through the implementation of new Key Account plans - cost of delivery approximately £80,000.
CATERPILLAR
Leadership Development Programme
FG Wilson - the worlds largest manufacturer of diesel power generators. Leadership Development solution was cascaded from the senior team to the shop-floor supervisors.Focus - to develop a leadership culture to enable the company to achieve its very aggressive growth targets set by its parent CAT. The project success was measured against 5 BOLD goals - which included reduced site injuries, increased levels of employee engagement, published success stories from managers and attainment of SMART goals by middle managers - the solution delivered on all counts. It touched over 500 managers, used a team of 12 professionals and cost approximately £750,000 in professional fees - approximately £1,500 per manager - highly cost effective.
Eircom
Entrepreneurship Programme
As part of its response to deregulation eircom - Ireland's largest telecoms operator asked us to design and deliver an Entrepreneurship Programme. The target audience was talented middle managers with the ambition to run their own business. The programme was designed to help these talented individuals develop their ideas, build business plans, get funding from the parent company and launch fully fledged independent businesses. Success out of 20 hopefuls - 3 businesses were launched - Cost of design and delivery - 200,000 using a team of 8 professionals.HEINEKEN
The most ambitious designed project was when Murphy's Brewery asked us to create a series of experimental workshops to teach employees knowledge that until then had been closely held by a small number of content experts who were seen as central to how customers were served and the deal got done. We had to unlock this "company knowledge" and build programmes to teach new people how to operate the business successfully. We built programmes that ranged from technical beer problems to merchandising standards to complicated pricing and discounting models.Success was judged by the ease at which people assumed new roles.
Cost was a little over 500,000, using a team.
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It's impossible to make the leap to leadership without a shift in mindset and a proven set of tools.
Good managers can become great managers.
In our experience it's rarely their desire to do a better job that prevents them, it's more often they don't know how to bridge the gap.
Making Great Leaders Ltd. has developed a process that guides Middle Managers through a leadership investigation and allows them to build skills, knowledge, learn tools and techniques that changes the return they get from the time they spend in the office.
This results in productivity gains.
Managers who learn to lead engage their teams more effectively. They see additional performance from the same resources. They experience improved cooperation with other departments and business partners. These are typical of the benefits we record every-time we finish working with a cohort of middle managers because our process works every time.
This year we witnessed one manager, working out of New York, create an opportunity that saved his company over $450,000. He recognized and implemented a change in how he was approaching a technical project. He reached out to a group of his peers working on different projects with similar technical components. At first his colleagues were wary, unsure about getting involved. Using the MGL techniques and his own knowledge he convinced them to join forces, share ideas and solve common issues. The savings were gained from rationalizing a supplier purchase, repaying the cost of his involvement by a factor of 90 or put another way, a third of the total annual budget for the MGL process in his organization.
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