DRIVING BUSINESS IMPACT AROUND THE GLOBE

S U C C E S S S T O R I E S

DRIVING BUSINESS IMPACT AROUND THE GLOBEGlobal organizations partner with us to accelerate leadership capabilities at all levels and drive business transformation

ELEVATE PERFORMANCE addressing an environment of increasing complexity

3 Autodesk: Worldwide Growth Presents a Worldwide Learning Challenge

5 Bharat Heavy Electricals Limited: Powering Up for the Future in a Complex and Challenging Environment

7 United Way: Reaching Leaders Across the United Way Worldwide Network

9 Walmart Canada: Accelerating Store Leadership That Drives Business Results

ACCELERATE THE PIPELINE developing leaders at all levels of the enterprise

13 Adobe: Helping New Managers Live into Leadership Capabilities

15 Cargill: For a Global Enterprise, the Importance of Developing a Common Language, a Common Point of View

17 Hoerbiger Holding AG: A Shift from Entrepreneurial Local Growth to Globally Integrated Growth

19 MAPFRE Insurance: Going Beyond the “Barbell” Approach to Leadership Development

TRANSFORM THE ORGANIZATION aligning and scaling new capabilities rapidly and cultivating agility

23 Carl Zeiss: Modern. Global. Dynamic. Charting a Course for the Future

25 Cinépolis: Innovating the Moviegoing Experience for More Than 40 Years

27 Goodyear, North America: Becoming a Learning Organization

S U C C E S S S T O R I E S

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Elevate Performanceaddressing an environment of increasing complexity

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Worldwide Growth Presents a Worldwide Learning Challenge

Since 1982, Autodesk has been leading the market for state-of-the-art 3-D design, engineering, and entertainment software. Autodesk products are used to create everything from buildings and bridges to cars and smartphones to Academy Award-winning movies and blockbuster video games. Autodesk has a worldwide presence, with more than 100 offices in nearly 50 countries. Continued growth is vital to Autodesk, and much of the company’s expansion has come through the acquisitions Autodesk has made over the past decade.

The Need for a Unified Approach to LearningAutodesk has a decentralized model for learning, with regions, business units, and functional areas responsible for a good part of training for their own employees. These entities are supported by a small enterprise-wide learning organization. Looking across Autodesk, the learning team saw that demands on their support were growing. They further realized that even though learning was decentralized, Autodesk would still need a unified approach to learning that took into account the company’s strategy. Online learning would become a critical element of that approach.

BUSINESS CHALLENGEScale learning to meet rapid global growth, and unify learning approach across business entities, including teams joining via acquisitions

AUDIENCE> All Autodesk employees, worldwide

OFFERING AND SERVICES USED> Harvard ManageMentor®

> Learning cafés

IMPACT> Learning has scaled to meet global

demand

> Over three years, usage has grown from 500 to 2,500

> Active learner rate exceeds 90%

A T A G L A N C E

“Our mission is to unlock the creativity of our customers. To realize that mission, we need to unlock the talent of our employees. That’s why, at Autodesk, learning is of such central importance.” Jan Becker, SVP, Human Resources, Autodesk

AUTODESK C L I E N T S U C C E S S S T O R Y

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ONLINE DELIVERY LETS LEARNING SCALE

Harvard ManageMentor helps learning scale in a number of ways. It is enabling Autodesk to provide consistent training to employees whether they’re located at the company’s headquarters, in a regional center, or in a small office location with a handful of employees. Harvard ManageMentor also removes the burden of new internal development from the HR learning and development team. Prior to deploying Harvard ManageMentor, the group had implemented a 10-module new manager training program focused on managing at Autodesk. As a result of this program’s success, there was an increase in demand for more online, general-purpose management skills training. With Harvard ManageMentor, Autodesk is able to offer this skills training without their learning group’s having to create all-new content. Autodesk has also taken advantage of the tools designed to help organizations roll Harvard ManageMentor out, which has helped them cascade learning throughout the company. Harvard ManageMentor has grown rapidly at Autodesk. In three years, the number of users has increased from 500 to 2,500, and nearly all these learners are actively using Harvard ManageMentor.

Imagining, Designing, and Creating a Better Learning EnvironmentTo meet the challenges of developing a unified learning environment that could scale to meet demand, Autodesk’s HR learning and development team looked to Harvard Business Publishing. Harvard Business Publishing worked with Autodesk to build a strategy for a successful blended learning approach that would augment existing face-to-face initiatives. To illustrate the possibilities that online learning opens up, Harvard Business Publishing and Autodesk implemented a learning café on global, virtual collaboration, a key strategic area for the company. The café showcased content from Harvard ManageMentor, an on-demand resource for leadership and management skill development.

Cascading Learning GloballyAfter mapping Harvard ManageMentor modules to Autodesk’s core competencies, the learning team began introducing the program to HR partners around the world. Partners were invited to take the content—overall modules and individual tools—and run with it. Today, Harvard ManageMentor has been widely adopted throughout Autodesk and is an increasingly important part of HR’s overall curriculum offerings for both leaders and individual contributors. It is used as prework for team workshops, and supplements gaps in classroom-based offerings. Harvard ManageMentor is also part of the standard performance management process. Learning cafés are widely used and highly regarded for their flexibility and the opportunities for interactivity they offer.

Autodesk Gets Creative with LearningAutodesk’s products are all about fostering creativity, so it’s not surprising that the company itself has gotten creative with Harvard ManageMentor. One example: The learning and development team was working with a group whose goal for the year was improving managerial effectiveness. They had both managers and their direct reports take the Managing Up module. During the debrief (conducted as a café), direct reports sat with their managers to provide feedback on management styles and suggestions for improving communications.

A U T O D E S K

“Harvard ManageMentor is serving an increasingly important role in our online learning.”Harry Wittenberg, OD Specialist, Autodesk

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Powering Up for the Future in a Complex and Challenging Environment

With a current roster of more than 150 project sites across India and abroad, Bharat Heavy Electricals Limited (BHEL), a public sector undertaking (PSU), is one of the leading engineering manufacturing companies in India. The company designs, engineers, manufactures, builds, commissions, and services a broad range of power equipment products and systems in energy and other core sectors of the economy in a complex, challenging, and highly competitive environment. BHEL is a market leader and, based on its performance, has been designated a Maharatna firm, a highly coveted designation that is conferred to chosen few PSUs in India.

Transforming the Business, Building a Leadership PipelineIn addition to dealing with a complex business environment, BHEL faces a number of challenges. The first is BHEL’s transition from what was largely an engineering and manufacturing organization to a conglomerate with EPC (engineering, procurement, and construction) capability and superior service deliverables to its customers. The second challenge is the need to create a leadership pipeline to replace senior managers who are retiring at an accelerated rate.

C L I E N T S U C C E S S S T O R Y

BUSINESS CHALLENGEShift the business from product and system sales to project execution; strengthen the company’s leadership pipeline

AUDIENCE1,000 middle managers across the organization

OFFERINGS AND SERVICES USEDHarvard ManageMentor®

IMPACT> Net completion rate of 99.83%

> Cost-effective training with large-scale reach and speed

> Average post-assessment score of 87%

> Pool of strategic ideas shared by learners

A T A G L A N C E

“Given BHEL’s size and geographic range, virtual learning with authentic and validated content is essential to develop the next line of leadership for successful execution of our organization’s strategy.”Dr. Babu Lal, GM/HRDI, Bharat Heavy Electricals Limited

BHARAT HEAVY ELECTRICALS LIMITED

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AN IMPLEMENTATION MECHANISM BUILT FOR SUCCESS

Inform. Involve. Integrate. These concepts underlie the program’s implementation mechanism. Open communication underscores its organizational importance. Video conferences, in which participants were addressed by Mr. Atul Sobti, CMD, and Mr. D Bandyopadhyay, Director, HR, resulted in high learning engagement. Learning champions across the organization, facilitated by Mr. Amitabh Jha and his team, helped achieve all-round success.

Top leadership of the organization were involved from beginning to end, which kept the learners motivated, focused, and engaged.To further engage participants, they were asked for suggestions for company improvements, and during his café, the CMD invited them to share their strategic ideas. This created a positive ripple: 25% of participants provided ideas within the first two weeks alone. Based on this response, BHEL has institutionalized the crowdsourcing of strategic/innovative ideas from employees through an exclusive portal.

The initiative is closely integrated with work, and even after course completion participants continue to work on several important projects in their respective units/regions.

BHEL Looks to Virtual Learning for Its High-Potential Middle ManagersIn order to build the skills required for the company’s strategic transformation, and to have managers in place who are ready and able to fill the leadership pipeline, BHEL recognized the need to establish a new learning initiative. And they recognized that, at the scale and with the geographic reach required, they would need the initiative to incorporate virtual learning. Their program is based on Harvard Business Publishing’s Harvard ManageMentor. They selected Harvard ManageMentor because of its proven capability to scale, and for its reputation for content excellence.

Mapping Vibrant Learning Modules to Core CompetenciesIn order to establish the foundation for achieving its strategic vision, BHEL has created a competency framework. This framework includes focusing on Leading Self, Leading Others, and Leading the Business. Working with Harvard Business Publishing, BHEL’s learning and development organization mapped Harvard ManageMentor modules to these competencies, implementing thirteen modules. Harvard ManageMentor is an on-demand learning and performance support resource. With content that includes videos, infographics, and tools, the program focuses on integrating learning and work, ensuring that learning is relevant and actionable.

High-Potential Managers Enthusiastically Embrace Virtual LearningFor the first wave of its Harvard ManageMentor deployment, BHEL nominated 1,000 middle-level managers throughout India. This group has a long stake in the organization. With their vibrancy and positive engery, they fit into BHEL’s leadership pipeline. Over the course of the leadership program’s one-year duration, BHEL experienced an extraordinary module completion rate of 99.83%. As a result of the initiative, BHEL is creating a robust pipeline of new leaders prepared for the success of BHEL’s strategic transition.

B H A R A T H E A V Y E L E C T R I C A L S L I M I T E D

With virtual learning, BHEL has been able to scale its learning initiatives, time-efficiently and cost-effectively.

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Reaching Leaders Across the United Way Worldwide Network

United Way Worldwide is the leadership and support organization for United Way’s network, which spans nearly 1,800 communities across more than 40 countries and territories on six continents. For more than 125 years, United Way has focused on building stronger communities and improving millions of lives. Today, it has 11,000 employees and 30,000 volunteer board members.

Talent management is a strategic priority for United Way. The goal is to make United Way the mission of choice for its employees, volunteer leaders, and everyone who engages with United Way. The strategy is focused on creating opportunities for continued growth and development across the global network. A portfolio of programs and resources is available, such as leadership development programs, mentoring programs, and professional development resources and webinars.

The Talent Management team at United Way Worldwide aimed to offer Harvard ManageMentor® as an affordable, high-quality, off-the-shelf resource for the development of its managers and leaders across all levels. They partnered with Harvard Business Publishing to implement a cost-effective structure that features co-investment from United Ways around the world.

C L I E N T S U C C E S S S T O R Y

BUSINESS CHALLENGE Establish a co-investment model to offer Harvard ManageMentor across United Way’s network

AUDIENCE Managers and leaders across 20 local United Way offices

OFFERING USED Harvard ManageMentor

IMPACT > Sustainable, cost-effective model

featuring local autonomy

> Consistently strong usage numbers

> Increased employee engagement

A T A G L A N C E

“We aim to be the mission of choice for employees and volunteers. Our partnership with Harvard Business Publishing is helping us develop leaders across our network.” Irena Djordjevic-Behery, Vice President, Talent Management, United Way Worldwide

UNITED WAY WORLDWIDE

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DRIVING ENGAGEMENT ACROSS ADMINISTRATORS AND USERS

Many United Ways do not have dedicated HR staff and instead rely on United Way Worldwide to help drive high engagement and usage of the Harvard ManageMentor resource. United Way Worldwide provides this support by conducting launch events, tracking usage, issuing completion certificates, managing learning paths, and assisting with marketing.

At the administrator level, United Way Worldwide provides usage data to help local administrators identify patterns and make adjustments. In quarterly conference calls, local administrators convene to discuss challenges and share best practices.

At the user level, United Way Worldwide works diligently to keep Harvard ManageMentor top of mind. Learners receive completion certificates for meeting the standards set by their local office. In addition, a bimonthly newsletter recognizes these learners and highlights individual Harvard ManageMentor modules through short articles taken from Harvard Business Publishing’s implementation toolkit resource.

In a uniquely collaborative approach, United Way Worldwide and its network customized the Harvard ManageMentor program to fit its needs. Together, and in conjunction with Harvard Business Publishing, the company selected 24 modules that best supported its core competencies.

Local AutonomyWhile users have access to all 24 modules, each local office has the autonomy to independently implement Harvard ManageMentor in a manner best suited to support its strategic priorities. For example, each office is free to decide what topics to prioritize, whether to issue completion certificates, or whether to hold formal recognition ceremonies.

In Denver, teams of users learn together in cohorts. Each person on the team completes a module —change management for example—and then meets for an in-person, peer-to-peer discussion for shared learning.

In Toronto, Harvard ManageMentor modules are embedded into the company’s Performance Management system so that employees can set their development goals and leaders can easily track their progress and provide necessary support along the way.

Sharing Best PracticesIn the ongoing spirit of collaboration, quarterly meetings are held with all partnering United Ways as an opportunity to identify best practices and to scale them across the network.

Successful Model Leads to High UsageThe Harvard ManageMentor program has been highly successful, with consistently strong usage numbers. Many of the original 20 local offices have renewed their investment in Harvard ManageMentor and others have joined as capacity allows.

U N I T E D W A Y W O R L D W I D E

Harvard ManageMentor is helping United Way reach more leaders across its network.

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Accelerating Store Leadership That Drives Business Results

When Walmart Canada broadened the roles of store manager and co-manager as part of the organization’s transformation, helping those managers skill-up to become stronger leaders became an urgent business priority. Ongoing change in the business and operations required change-ready leaders who could guide their stores through continuously shifting conditions.

Previously there had been little leadership development for store managers and no development for co-managers. With Harvard Business Publishing as a strategic learning partner, Walmart Retail Academy established new programs for each of these critical roles.

Under the name Leadership Tune-Up, the program addressed immediate needs and focused on integrating new skills and behaviors on the job. It was not just trying to build leadership capability. Rather, at every step it sought to answer the question “How can we be more successful as a company?”

A unique blended design paired Harvard ManageMentor® modules, cohort-based learning, and assignments to use specific tools and techniques in daily tasks.

C L I E N T S U C C E S S S T O R Y

BUSINESS CHALLENGE Develop change-ready leaders to support business transformation

AUDIENCE All store managers and co-managers in Canada

OFFERING USED Harvard ManageMentor®

IMPACT > Improved emotional intelligence and

communication skills

> Stronger associate engagement and relationships with direct reports

> Increased productivity and leadership capability

A T A G L A N C E

“We are not just trying to build leadership capability. We are answering the question ‘How can we be more successful as a company?’”Al Aatif Murji, Senior Director, Learning & Talent Technology, Walmart Canada

WALMART CANADA

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PILOT PROGRAM DURING HOLIDAY SEASON

Leadership Tune-Up began as a pilot program with 85 store managers and co-managers. The Retail Academy received approval for the pilot with the stipulation that they run it during the Christmas season as a true test of the program’s relevance.

Survey data showed that the participants learned important skills that they were applying immediately on the job. Early into the pilot program, regional market leaders began hearing great feedback while in the field at their stores. In addition, many of the participants shared what they were learning with their teams. This groundswell of excitement was a key selling point for rolling out the program organization-wide.

When these results were in, the COO supported a full rollout to all store managers and co-managers in Canada within two years. This is a dramatic acceleration of development, reaching 700 key leaders within two years, as compared with a prior leadership program that reached fewer than 100 leaders over three years.

Leadership Tune-Up is a 10-week experiential, in-place training program that addresses different key leadership competencies for store managers and co-managers. Cohorts of 50 learners progressed through the seven-topic curriculum together.

Three-Phase Learning DesignEach topic began with a virtual foundational learning session. A Harvard Business Publishing facilitator led an interactive overview of the topic, including lecture, Harvard ManageMentor elearning module, and discussion of how the topic is an important driver to business success at Walmart.

Next, participants were given specific tools and techniques to apply on the job. For example, for the Feedback assignment, learners completed a portion of the Harvard ManageMentor module on feedback, provided constructive feedback on the job using the Planning a Feedback Session worksheet, and then answered reflection questions about the experience.

Then, a virtual debrief session brought together small groups of 15 with a Walmart Retail Academy facilitator to review the assignment and discuss barriers and successes. The real magic was in how the debriefs enabled peer-to-peer discussion, sharing, and real-time problem solving. The virtual learning platform fostered trust and open, honest sharing. The participants learned so much from them that the time allotted for debriefs quickly stretched from 60 to 90 minutes.

Shared FacilitationClose collaboration between Harvard Business Publishing and Walmart Retail Academy ensured continuity across sessions. For example, the Harvard Business Publishing facilitator would share important points from the foundational sessions so that the Retail Academy facilitator could tie them into the debriefs. This teaming enhanced the quality and relevance of the sessions.

Leadership Tune-Up is reaching all the nearly 700 store managers and co-managers at Walmart Canada. It has met or exceeded every measurement established by the team: cost-effectiveness, training effectiveness, and organizational impact.

W A L M A R T C A N A D A

“ This program will help me make better decisions, be a more effective and efficient leader, and give Walmart maximum ROI.”Store manager participant

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The virtual learning platform fostered trust and open, honest sharing.

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Accelerate the Pipelinedeveloping leaders at all levels of the enterprise

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Helping New Managers Live into Leadership Capabilities

Adobe is the global leader in digital media and marketing solutions. Adobe’s history of successful business transformation has made it one of the most exciting brands in the technology space. Its talent development programs for each management level support this commitment to continuous change. For first-time managers, who play a particularly pivotal role at Adobe, it’s vital that they learn how to manage well.

Focus on First-Time ManagersThe talent development team partnered with Harvard Business Publishing to create and deliver Foundations of Leadership Program (FLP), a cohort-based virtual development program that delivers Harvard Business Publishing’s New Leader Program on the Adobe Connect web conferencing platform. It delivers consistent, scalable, application-focused learning to learners located around the world.

Foundations of Leadership equips new managers with tools, techniques, and the right mind-set to lead others. Its approach emphasizes learning over time and applying the learning, so that new managers can quickly develop effective management and leadership behaviors.

C L I E N T S U C C E S S S T O R Y

BUSINESS CHALLENGEAccelerate transitions for new managers by emphasizing Adobe’s leadership capabilities

AUDIENCE First-time managers worldwide

OFFERING USED New Leader Program

IMPACT > 89% say the session was a worthwhile

investment of time

> 89% say they have become a more effective leader

> 94% would recommend the program to a new manager

A T A G L A N C E

“Adobe is a model for other companies trying to transform from the inside out. We place a ‘double-click emphasis’ on managing well at all levels of the business. And that means living into our leadership capabilities day in, day out.”

Mat Lowery, EMEA Head of Leadership & Talent Development, Adobe

ADOBE

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USING ADOBE CONNECT WITH NEW LEADER PROGRAM

Creating an engaging experience online is challenging, since it is easy for people to get distracted by day-to-day business happening around them.

The combination of Harvard Business Publishing’s world-class resources and the Adobe Connect web conferencing platform enables new methods of participation and engagement for learning in a virtual setting. It brings the learning to life and sustains high engagement.

For Foundations of Leadership Program, the dual facilitators of the Harvard Business Publishing moderator and the Adobe project manager established a complementary dynamic to keep the session flowing and to help the participants understand the context more effectively and quickly.

The facilitators have complete control over the user interface and tools to interact through video, chat pods, surveys, and presentation material. For example, they can activate several chat pods to run side by side to compare and contrast ideas. To maintain focus on the lesson or prompt rich discussions, they can reach out to a single participant. These new methods of participation drive high levels of engagement.

Partnering for SuccessA true partnership between the two companies was central to the program’s success.

Together they aligned the New Leader Program modules with Adobe’s leadership capabilities—demonstrating strong emotional intelligence, role modeling, and leading change—and embedded those capabilities in the curriculum. Team spirit, as well as shared management and facilitation, helped execute and deliver a high-impact program.

Built-In Application Over 14 weeks, a cohort of 60 nominated new managers completed the five-module program that addresses both leadership mind-set and management skillset. These learners were consistently challenged to think about how they will apply the learning, to practice new skills in real situations, and to post their experiences on the portal. Participants met regularly with their managers, who supported their efforts to put learning into action on the job.

ResultsOver the course of the first cohort, engagement in the program grew, indicating that participants valued what they were learning. There was a 90% increase in portal resources activity and a 96% increase in discussions posted over 14 weeks.

Surveys at the end of each module showed that participants learned new ideas and approaches, obtained new tools, and learned to think differently about the role of manager. Specifically, 89% said the program was a worthwhile investment of their time, and 89% agreed that it helped them become a more effective leader at Adobe. In fact, many of the participants are still using the portal and tools a year after program completion.

Additional cohorts are running in key geographies. Participants from the first cohort serve as self-nominated FLP ambassadors to future participants and their managers. By using Adobe Presenter Video Express to capture their experiences, they showcase the real-world impact in an easy-to-access, tangible, and engaging manner.

A D O B E

“The combination of online learning and live sessions was the golden formula for the program.”Daniel Rottiers, ADM Manager, South West Europe, Global Marketing Operations

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For a Global Enterprise, the Importance of Developing a Common Language, a Common Point of View

In 1865, Cargill started out as a grain storage facility in Conover, Iowa. Today, the company provides food, agriculture, financial, and industrial products and services to the world. With 143,000 employees in 67 countries, Cargill is committed to “helping the world thrive.” Fulfilling this commitment in a demanding and perpetually shifting landscape requires leaders at all levels, across a diverse constituency, who live by Cargill’s values and business principles.

Building a Framework for Consistent Leadership DevelopmentTo ensure that they have such leaders in place, Cargill has developed a leadership model and a framework for consistent leadership development that results in a common language and viewpoint, shared across all Cargill locales, business units, and functional areas. The leadership model, which has integrity, conviction, and courage at its heart, focuses on four capabilities: learning capacity, execution capacity, knowledge, and behaviors. For Cargill, the development of these characteristics and capabilities is core to the company’s High Performance Leadership Academy.

BUSINESS CHALLENGEEnsuring that the company has leaders in place to fulfill Cargill’s commitment to “helping the world thrive”

AUDIENCEHigh-potential employees, worldwide

OFFERING AND SERVICES USEDLeadership Direct

IMPACT> Accelerating development of leaders

> Providing development opportunities for more leaders

> Promoting virtual approach to learning, development, and collaboration

A T A G L A N C E

“At Cargill, a common language and viewpoint across all of our locales are foundational to our ability to take care of our customers. A consistent leadership framework is critical for us to achieve this.”Stacey Helstrom, Organization Effectiveness Operations and Leadership Program Lead, Cargill

CARGILL C L I E N T S U C C E S S S T O R Y

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THE IMPORTANCE OF TOUCHING MORE LEADERS EACH YEAR

Transitioning into Leadership (TIL) is part of Cargill’s High Performance Leadership Academy, which touches some 5,000 leaders each year in total. With upwards of 22,000 employees working in a leadership role, Cargill needed to expand its leadership development capacity to provide learning opportunities for those not currently participating in Academy programs. To this end, Cargill partnered with Harvard Business Publishing to extend the TIL curriculum and enable the company to quickly develop advanced organizational capabilities in leaders outside of the Leadership Academy.

The resultant eight-week courses are derived from content developed for TIL, which has become a proving ground for topics. Leading in a Complex World was the first topic. Leading Strategic Change has migrated from TIL, chosen when Cargill realized that this important topic was applicable beyond the TIL audience. Other topics are in the queue.

These programs allow more leaders to benefit from development. The cohort design also enables Cargill leaders to forge connections with others addressing similar problems—content synergy with TIL, connection synergy with each other.

Transitioning into LeadershipOne of the Academy’s flagship programs is Transitioning into Leadership (TIL). Targeted at high-potential employees, TIL includes both face-to-face and virtual modules. The virtual module, introduced in 2012, is based on Harvard Business Publishing’s Leadership Direct. A blended learning offering, Leadership Direct is an innovative, collaborative leadership development solution connecting participants with experts from Harvard Business School. To date, more than 300 employees have participated in TIL’s virtual module.

Learning Virtually Is Helping Leaders Work VirtuallyThroughout its history, Cargill has credited its success to the strong relationships forged—on a handshake basis—among employees, with customers, and with partners. From both a financial and a time perspective, Cargill recognized that its leaders needed to be able to build relationships and get work done virtually. Introducing a virtual component to TIL with Leadership Direct has not only let Cargill implement development more cost-effectively, it has enabled its leaders to learn how to work and lead teams virtually—a benefit for years to come.

Partnering Approach Promotes Ownership and AccountabilityTIL participants are nominated, and complete the program in 24-person cohorts. Since Leadership Direct has the capacity to support 50 learners, each TIL member is asked to invite a colleague to partner with them for this module. Working with their peers helps promote ownership and accountability, deepens the learning, and enables Cargill to expand the learning on critical topics like Leading in a Complex World, Leading Strategic Change, and Networked Leadership to a broader audience.

Partnerships matter at Cargill, and the company has forged a key one with Harvard Business Publishing. “Working with Harvard Business Publishing, I truly believe that we’re in this together,” says Stacey Helstrom, lead for Cargill’s organization effectiveness operations and virtual leadership program. “The Harvard Business Publishing team takes as much ownership of outcomes as we do.”

C A R G I L L

From both a financial and a time perspective, Cargill recognized that its leaders needed to be able to build relationships virtually.

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A Shift from Entrepreneurial Local Growth to Globally Integrated Growth

A global leader in compression, automation, and drive technology, Hoerbiger is a € 1 billion, engineering-focused organization with 6,400 employees across 54 countries. Until recently, general managers around the globe operated from an entrepreneurial and independent perspective to drive growth. When Hoerbiger set a goal to double revenues over the next seven years, it was clear that the company needed to change how it operated in order to meet the aggressive growth target.

Transforming Engineers into Ambassadors for ChangeBecause Hoerbiger is a growing, successful organization, its managers were resistant to changing their ways of doing business. The thinking was “When we are so successful, why do we need to change so much?” Yet opportunities to increase the speed of innovation and maximize its value were only possible if once-distinct teams learned to work as one global entity. Global management prowess, not just engineering excellence, was the key. Hoerbiger implemented Breakthrough Leadership to enable leaders with tools and training to help reshape the established culture.

Developing Leaders from WithinSixty-five leaders were chosen for two cohorts of the Breakthrough Leadership program. With an average of 10-15 years’ experience, each was identified

“Our vision—‘We set standards in our industry for decades to come’—needs us to think differently and rebuild for the future. Our leaders need strong global management skills to drive collaboration and integration across business units and geographies.”Gerhard Wagner, Chief Human Resources Officer and Member of the Executive Board, Hoerbiger

BUSINESS CHALLENGE Shift siloed engineering culture to one that integrates openly and gains through global collaboration

AUDIENCEFunctional leaders with 10-15 years of experience

OFFERING AND SERVICES USEDBreakthrough Leadership

IMPACT> Acceleration of new ideas and

applications

> Collaboration among previously disparate groups

> High engagement with global strategy

A T A G L A N C E

HOERBIGER HOLDING AG C L I E N T S U C C E S S S T O R Y

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TRANSFORMATION IN GLOBAL MANAGEMENT

As a decentralized organization, Hoerbiger’s culture focused extensively on engineering excellence. The new business goals required significant organizational change. In addition to building global leadership capacity through development programs, the company also restructured its rewards and performance measurement programs to reflect the new philosophy. For example, the executive board shares its Goals Sheets on the company intranet, enabling employees across the world to understand and support the company direction.

The Breakthrough Leadership program has raised awareness of the importance of global thinking and integration among top engineers in the organization. Participating leaders allocated time away from their day-to-day work to develop sophisticated global management skills and increased leadership capacity. A new group of leaders has emerged ready to effectively influence Hoerbiger’s complex global system. And, with other globally focused programs in place throughout the organization, a new, highly productive culture is being shaped.

as a future leader through a rigorous internal succession plan. They would learn new ways to work across languages, geographies, and business units, and cascade those practices through the organization.

Participant Goal Setting to Impact ChangeFor Hoerbiger’s highly logical and analytical culture, the idea that people-centric skills, like influencing, could be as important as technical knowledge was not an easy buy-in. Yet, the participants embraced the program because they knew the Harvard Business Publishing brand meant quality content and learning design. With a focus on integration and knowledge-sharing, three primary goals were established for the participants of the Breakthrough Leadership program:

Unify Teams from All AspectsManagers learn to put a global lens on all of their initiatives, understanding how to work across cultures and languages so that diverse teams can operate toward a shared goal. Through sensitivity to differences, global scale is greatly increased.

Transfer Ideas RapidlyManagers learn how to increase the flow of communication, so that innovative thinking cascades quickly throughout the organization, accelerating adoption, development, and growth.

Manage Diverse Global WorkforceAcross Hoerbiger, at least 27 languages are spoken. Management skills are increasingly important as the diversity of direct reports and teams increases. It’s imperative for managers to carefully consider corporate goals and how plans are executed.

“After completing the Breakthrough Leadership program, Hoerbiger is seeing significant organizational changes. Leaders are more connected to the overall global strategy, are driving the integration, and are laying a solid foundation for future growth,” says Peter Goebel, who heads the Global Development Center of Hoerbiger Campus.

“ Our leaders are sharing, collaborating, and learning from each other rapidly. They are shrinking the world as an outcome.”Hari Abburi, Global Head Organization Development and Talent, Hoerbiger Holding AG

H O E R B I G E R H O L D I N G A G

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Going Beyond the “Barbell” Approach to Leadership Development

There is a tendency among organizations to invest in leadership training for their most senior executives or those in the early stages of their management careers. This “barbell” approach—with most of the weight on the ends—means that the development needs of midlevel managers may go unmet. MAPFRE Insurance recognizes the crucial role that its middle managers play and how critical they are to the company’s success.

Bringing Together Multiple Entities in Multiple LocationsHeadquartered in Massachusetts, MAPFRE Insurance (formerly the Commerce Group, acquired by MAPFRE S.A. in 2008) has seven subsidiaries, located across the country. For the past several years, MAPFRE Insurance has been working to forge one company out of many. With the goal of unifying the company while continuing to grow in the highly dynamic insurance market, MAPFRE Insurance has been moving to a regionally based organizational structure. The company also has several initiatives under way to centralize its support functions. These all combine to present many challenges to middle managers.

“ Far too often, organizations focus their leadership development efforts on their senior executives or their high potentials and new managers. At MAPFRE Insurance, we’re equally committed to turning managers in the middle into leaders.”

Beth Sweetland-Bailey, Director of Talent Development, MAPFRE Insurance

BUSINESS CHALLENGEHelping middle managers across the company to fulfill their critical role in forging one company out of many

AUDIENCEForty-seven managers, senior managers, and directors, throughout the US

OFFERING AND SERVICES USEDBreakthrough Leadership®

IMPACT> Expanded networks

> 100% module completion rate

> Improved retention rate anticipated

A T A G L A N C E

MAPFRE INSURANCE C L I E N T S U C C E S S S T O R Y

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BECOMING A MORE EFFECTIVE LEADER WITH BREAKTHROUGH LEADERSHIP

“Breakthrough Leadership provides a fresh perspective. I’m more aware that I need to consider alternatives, and now solicit more ideas—helping develop staff and improving the mentoring process.” Brian Schofield, Director, Special Investigation Unit

“The networking generated by Breakthrough Leadership is invaluable. It’s also helpful to hear the MAPFRE Insurance perspective on issues we regularly deal with. I find myself using much of what we discussed—a positive reflection of how applicable Breakthrough Leadership is.” Peter Chung, Manager, PL Underwriting & Processing

“I’m applying ‘prep, do, review’ daily—a clear vision of what we want to accomplish, and a clear plan to accomplish, implement, and reflect back on it.” DeAnn Lucas, Regional Manager, Northern California

“Breakthrough Leadership has helped me prioritize my workload, and I’m now more comfortable delegating tasks. I try to keep the big picture in mind and don’t let daily obstacles derail my ultimate focus.” Nuria Palacios, Florida Territory Manager

Turning Midlevel Managers into More Effective LeadersAs MAPFRE Insurance grows, the company recognized the need for leaders throughout their management ranks who can act strategically and decisively. They also knew that success would depend on the ability of their midlevel managers to expand their networks across the company.

Blended Learning Meets the NeedWith managers in so many different locations, MAPFRE Insurance looked for a leadership development solution that would not require time-disruptive travel but could help participants forge close relationships. MAPFRE Insurance also wanted to provide its midlevel managers with learning content that was best-practices focused and rigorously research-based. They found their solution in Harvard Business Publishing’s Breakthrough Leadership program, which is based on the research and writings of Harvard Business School Professor Linda A. Hill and former business executive Kent Lineback.

Breakthrough Leadership at MAPFRE InsuranceOver a nine-month period, 47 MAPFRE Insurance managers attended formal, virtual sessions on key topics, participated in small group activities, accessed videos and other content, and completed self-assessments. To align Breakthrough Leadership with specific MAPFRE Insurance needs, Harvard Business Publishing provided several customizations. A module on Goal Setting prepares managers for the company’s new integrated talent management system, and a case study was tailored to reflect the global nature of MAPFRE Insurance’s parent company. MAPFRE Insurance gives Harvard Business Publishing high marks for its flexibility as well as for the caliber of its content and program moderators.

Even before program completion, Breakthrough Leadership has started paying off for MAPFRE Insurance. It has smoothed the path for the new talent management system and has enhanced cross-country networking. Participants have even initiated a round-robin networking event in which they learn about the goals, objectives, and responsibilities of the company’s different functional organizations. The company also believes that, over time, the program will bolster their retention rate among participants.

M A P F R E I N S U R A N C E

“ Breakthrough Leadership is a beautiful blend of self-paced content, self-assessment, and cohort activities.” Kathleen Worthington, Performance Consultant

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MAPFRE Insurance gives high marks for our flexibility and for the caliber of our content and program moderators.

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Transform the Organizationaligning and scaling new capabilities rapidly and cultivating agility

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Modern. Global. Dynamic. Charting a Course for the Future

Carl Zeiss is a global portfolio company—an international leader in the fields of optics and optoelectronics providing innovative solutions in a number of markets. Over the past decade, ZEISS has grown rapidly, largely through global expansion, which has brought both opportunities and challenges. With a goal that each of its portfolio companies hold first or second place in its sector, ZEISS recognized the need to align all its businesses around a unifying identity and foster a common understanding of the ZEISS strategy, brand, and culture.

Building Broader Market Understanding with Expert GuidanceZEISS first launched a program for the ZEISS Global Leadership Team (GLT), the company’s top 100 senior leaders, in July 2011 at Harvard Business School. ZEISS CEO Dr. Michael Kaschke worked closely with Harvard Business School faculty chairs, professors Willy Shih and Das Narayandas, to design a program focused on disruptive innovation, along with an emphasis on innovation. The program addressed what would be required to profitably grow existing and new businesses and established a common understanding of the opportunities and challenges.

BUSINESS CHALLENGESecure position as a global technology leader by unifying a global portfolio company

AUDIENCE> Top 100 executive leaders

> 800 midlevel managers

OFFERING AND SERVICES USED> Harvard Business School Executive

Education Custom Program

> Harvard Business Publishing’s Leadership Direct

IMPACT> Organizationwide alignment around

ZEISS Identity (strategy, brand, culture)

> Improved, faster decision-making on critical priorities

A T A G L A N C E

“As a global technology leader, ZEISS needs to be prepared for a rapidly changing business environment. We had to challenge our strategic approaches and also develop our leadership skills and culture.” Michael Kaschke, CEO, Carl Zeiss AG

ZEISS C L I E N T S U C C E S S S T O R Y

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THE POWER OF LEADER AS TEACHER

ZEISS requires that all of its Top 100 leaders be teachers, not just learners. This commitment is one of the most notable elements of the ZEISS leadership initiative. Top leaders provided the ZEISS context and served as coaches and ambassadors in bringing the ZEISS Identity to the next management level. They were actively involved throughout LEAD, with each learning group relying upon a team of six to eight Global Leadership Team members acting as leaders as teachers.

There was sound reasoning behind this substantial commitment to the leader as teacher philosophy. As ZEISS CEO Dr. Michael Kaschke said, “You only understand something really well if you teach it to someone else.” To succeed as teachers, ZEISS senior leaders had to fully internalize the ZEISS Identity as they prepared to teach this new way of thinking and behaving to other ZEISS managers.

Teaching took many senior leaders well out of their comfort zone. After their teaching experience, however, the consensus among the Top 100 was that it greatly enriched their learning.

The New ZEISS Identity EmergesIn the fall of 2012, the ZEISS GLT returned to Harvard Business School for a summit aimed at clearly defining how to establish ZEISS as a modern, global, and dynamic company, well-positioned for recognition as an innovator and global technology leader. With a goal of attaining a leadership position in each of its markets, ZEISS recognized that it would need to fully engage the entire organization, with the Top 100 leading the way.

Cascading Learning to ZEISS Midlevel Managers The key to implementing the ZEISS Identity globally would be the company’s midlevel leaders throughout the world. Ensuring that these highly influential middle managers embrace the new ZEISS Identity and its strategy is central to the company’s long-term success. In close collaboration with ZEISS leaders and HBS faculty, HBS Executive Education and the Harvard Business Publishing team developed LEAD (Learn, Execute, Achieve, Develop), a blended learning program based on Harvard Business Publishing’s Leadership Direct, which was delivered to 800 midlevel managers in 50-person groups. The GLT was closely involved with the learning groups, helping drive engagement and ensure consistency and effectiveness.

Realizing the VisionAs a result of its leadership development initiative, ZEISS reports that its Top 100 leaders and 800 middle managers are strongly aligned around the company’s goals and strategy. More familiar with the company’s challenges and with techniques for addressing them, and with a sharper understanding of their markets and customer needs, they’re making better decisions. Further, both the Top 100 and the 800 LEAD participants are working more collaboratively with colleagues throughout ZEISS. These leaders understand that having ZEISS positioned in all of its markets as modern, dynamic, and global is extremely important to the company’s ongoing success. They also see how they personally have the opportunity to influence that success.

Z E I S S

“An efficient and productive approach to learning through the convergence of education and technology.” Ven Raman, Managing Director, SE Asia

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Innovating the Moviegoing Experience for More Than 40 Years

Since its founding in 1971, Cinépolis has been an innovator. It was the first to bring multiplex cinema, IMAX, and 3-D to Mexico. It pioneered the concept of luxury cinema in the Western hemisphere, as well as digital deployment, which brings live sporting and cultural events to the screen. Today, it even offers a 4-D moviegoing experience.

Accelerated Growth Makes Cinépolis the World’s Fourth-Largest Cinema ChainAfter reaching the level of 1,000 screens after 31 years in business, it took the family-based company just six years to reach 2,000 screens, three more years to reach the 3,000-screen mark, and another three years to reach 4,000 screens in 2015. Cinépolis is now the world’s fourth-largest movie theater chain, and the largest luxury cinema provider. And it continues to expand internationally.

To continue its rapid growth and innovative ethos, Cinépolis implemented leadership development programs for leaders at all levels, both in Mexico and internationally.

BUSINESS CHALLENGEBuilding and maintaining a culture of innovation, and of a family-based business, while rapidly growing internationally

AUDIENCESenior leaders, corporate managers, and local cinema-complex managers

OFFERING AND SERVICES USED> Leadership Direct > Harvard ManageMentor > Harvard Business Review content

IMPACTSuccessful projects resulting from programs include:

• Talent support group for high-potential employees

• Customer centricity initiative for preordering food

• Mystery shopper market research program

A T A G L A N C E

“Cinépolis has always been an innovator. Now, with so many entertainment alternatives to moviegoing, we need to keep innovating. To do so, we must develop our leaders, not just in Mexico but in our international growth markets as well.”

Alejandro Ramirez, CEO, Cinépolis

CINÉPOLIS C L I E N T S U C C E S S S T O R Y

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GAMIFICATION SPURS ENGAGEMENT AND PERFORMANCE

Cinépolis added game elements to their leadership development programs. Leaders and managers earn points for successful completion of program elements, with points based on the degree of complexity and commitment required. For example, completing a Harvard ManageMentor course earns three points, and participating in a case discussion earns one point. The maximum point total can only be achieved by implementing a project based on the material.

Winners were invited to participate in an Executive Education course at Harvard Business School. Project competition was intense, and the game kept participants engaged and focused.

Whether a project was awarded the ultimate prize or not, a number of innovations came out of the program. These include the implementation of a high-potential talent program, a new system enabling patrons to order food in advance, and a mystery shopper market research effort.

With New Talent Management Systems in Place, the Time Was Right for New Learning InitiativesCinépolis began its search for leadership development programs that would enable them to grow the capabilities of their senior leaders, corporate managers, and front-line cinema-complex managers and their staffs. Its partnership with Harvard Business Publishing established an integrated framework that offered world-class learning to each of these levels.

Accelerating Cinépolis Talent The partnership with Harvard Business Publishing created four distinct leadership development programs. The flagship Accelerating Cinépolis Talent (ACT) program for senior leaders is a blended learning offering based on Harvard Business Publishing’s Leadership Direct. The intensive five-module ACT focuses on concrete outcomes that can be shared across the organization. For corporate managers, Cinépolis delivered a program that combines Harvard ManageMentor, Harvard Business School case studies, Harvard Business Review articles, webinars, face-to-face sessions, forum discussions, and application exercises. For those managing the cinema complexes in Mexico, Cinépolis offers a blended Spanish-language program of similar content. A fourth program, reaching the individual complex employees, focuses on building skills through education, relationship building, and experience.

A Flexible Approach Helps Cinépolis Expand the Opportunities to Develop Leaders As a learning organization, Cinépolis adheres to the leader as teacher principle. Senior leaders who have completed ACT go on to serve as faculty in programs, helping to cascade knowledge, common business concepts, and mind-set.

Cinépolis continues to establish an innovation culture internationally. The corporate manager program is expanding to Brazil, India, the United States, and Latin American growth markets. The company is implementing Harvard Business Publishing’s New Leader Program for Cinépolis high-potential employees. Another initiative, widely offered throughout the company, is a four-module offering based on articles in the Harvard Business Review archive.

C I N É P O L I S

“People do what they see their leader do, not what their leader says.” Jorge Rosas Torres, Corporate and Global Human Resources Director

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Becoming a Learning Organization

Goodyear is one of the world’s leading tire makers and the number one tire producer in North America. This is a highly competitive market, and Goodyear, North America is determined to stake its claim as a provider of high value-added products and services. The strategy brings with it many supply chain, production, and marketing challenges. Goodyear recognized that grooming leaders who can meet these challenges requires a commitment to nurturing a strong culture of learning among managers at all levels in the organization.

Laying the FoundationGoodyear, North America laid the foundation for becoming a learning organization with a thorough inventory and assessment of its needs. They engaged a third party to survey senior executives and other stakeholders on the current state of learning at Goodyear, and how it fit with the company’s business goals. The learning and development team then began to work with Harvard Business Publishing to determine how to bridge any learning gaps with a holistic learning approach. The resulting Great Leader Academy is now grooming a large contingent of leaders at all levels.

“We use the program to prepare leaders for success. It works because course material is grounded in reality. It’s not just theoretical; it’s a hands-on approach to real-world situations. So our leaders are comfortable when they encounter issues, because they’ve already been through similar experiences together.”Steve McClellan, President, Goodyear, North America

BUSINESS CHALLENGEBuilding a bench prepared to assume leadership roles at all management levels

AUDIENCE850 leaders, from individual contributors to senior managers

OFFERINGS AND SERVICES USEDLeadership Direct® Harvard ManageMentor® Custom Portal

IMPACT> Midway through the first program, 25% of

the Great Leader Academy Senior Leader Development Program participants have received new assignments or increased responsibilities.

> Within six months of rolling out Harvard ManageMentor-based programs, 50% of the targeted audience are active users.

A T A G L A N C E

GOODYEAR, NORTH AMERICA C L I E N T S U C C E S S S T O R Y

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TYING THINGS TOGETHER WITH A CUSTOM PORTAL

Goodyear, North America’s learning program is tied together with a custom learning portal designed and implemented by Harvard Business Publishing. This portal provides a gateway to course materials, discussion forums, tips and tools, monthly topics, and calendars/schedules. Separate paths bring learners to sub-portals designed specifically to address the learning and information needs of managers at different levels.

Transparency is an important value at the organization. With the learning portal, Goodyear is enabling transparency of learning. While learners have portals specific to their levels, all users can view and access the curriculum that others (including their managers) are working through.

A key feature of Goodyear’s learning portal is its integration with Individual Development Plans (IDPs). This provides individuals and their managers with a central repository for IDPs, eliminating version control problems.

Great Leader Academy Builds Great Senior LeadersGoodyear is building a leadership bench that will fill general management and senior functional roles throughout its organization. To develop senior leaders with the traits that matter most—the ability to build talent and teams; problem solving; effective communication; courage; and delivering results—Goodyear worked with Harvard Business Publishing on a program for its highest-potential leaders. Based on Harvard Business Publishing’s Leadership Direct platform, the Senior Leader Development Program kicked off in February 2012 with a face-to-face module on strategy. Virtual modules on change management and results focus were conducted during the spring and summer. The program held its final session, a face-to-face module on developing talent, in the fall of 2012.

Action Learning Projects Fortify LearningAction learning projects are an essential element of the Senior Leader Development Program. The leadership cohort was divided into cross-functional teams and assigned projects by the Goodyear, North America Leadership Team. The projects are highly strategic in nature. To help build general management know-how, teams were designed so that no team member (including the project sponsors drawn from the executive team) had worked in the topic or functional area of the assignment.

North American Tire’s Holistic ApproachThe traits that Goodyear most values in leaders at the highest level are also essential throughout its management ranks. Working with Harvard Business Publishing, the team created custom curriculum aligned to Goodyear’s leadership traits. Based on Harvard ManageMentor, there is a specific curriculum for emerging leaders, new managers, managers of others, and managers of managers. A self-development path through the leadership traits is also available. This approach provides Goodyear with a learning program that is scalable and repeatable, one that also provides a consistent learning experience for leaders at all levels.

G O O D Y E A R , N O R T H A M E R I C A

“ With its content, credibility, expertise, and technological approach, Harvard Business Publishing has been a great partner.”Gary VanderLind, Vice President Human Resources, Goodyear, North America

Working together, the team created a custom curriculum aligned to Goodyear’s leadership traits.

CORPORATE HEADQUARTERSHarvard Business Publishing | 20 Guest Street, Suite 700 | Brighton, MA 02135

1-800-795-5200 (Outside the U.S. and Canada, call +1-617-783-7888)

corporate@harvardbusiness.org

harvardbusiness.org

© 2016 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School. MC199551016

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