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Case Study – Custom Program Good to Great: Creating leaders for the long-term Client SAB Miller Sector Beverage/FMCG Initiative European Managers Development Program Overview Leadership development for 150 middle and senior managers at SABMiller. Two residential modules lasting six days each, supported by coaching and psychometric testing. Three cohorts per year of 35 participants. “The program prepares our most talented current and future managers for their next challenges. These managers are all in roles that have a big impact on the business.” Samantha Rockey European L&D Manager, SABMiller “We looked at Shopper Marketing, which taught me a great deal about different business functions and cultural differences.” Isabelle Guegler Talent Manager, SABMiller A learning experience that adds value personally and professionally, is very motivational and people have an opportunity to solve vexing business problems. Most importantly it is enhancing the excellence of our leaders and developing the SAB Miller talent pipeline, so crucial for business growth. Background With around 70,000 employees across 75 countries, SABMiller is one of the world’s largest brewers. SAB Miller chose to partner with Ashridge to refresh the design and delivery of SABMiller’s European Managers Development Program (EMDP), helping to develop the leadership pipeline and achieve business growth. Challenge and consultation SABMiller were experiencing softening growth in many European countries and increasingly facing a tough ‘share of throat’ market. To achieve growth, the strategy centered around innovation, reconnecting with changing consumer lifestyles/attitudes, and developing a new, more appealing product portfolio. The aim of the program is to build the SABMiller talent pipeline by preparing our most talented current and future managers for their next challenges. These managers are all in roles that have a big impact on the business. The EMDP is mapped to our leadership behaviors and helps participants engage fully with the business strategy so they can deliver a real competitive edge. We want the program to cater for varied learning styles, with a focus on action and experiential learning. It also needs to allow time and space for reflection and creativity. Together with Ashridge we have cocreated a fresh and innovative program based on good design principles and a deep understanding of our business needs and how our participants will respond. We are always restless about finding better ways to update and improve the program. The Program Journey Coaching Module 2 ( 6 days) Coaching Module 2 Pre-reading Webex Launch Psychometrics Pre-reading Module 1 ( 6 days) Project work Virtual Ashridge - Custom Learning Resources The program and approach The two modules last six long and intense days. We are un-apologetic about this given that the participants have high levels of energy and are quick thinkers. Our priority is to maximize the time and effectiveness of the experience. The theme of the program changes each year. For example, this year it is ‘Impact’ with the program being designed around personal, team and organizational impact. Ashridge understands the importance of ‘making learning stick’. The EMDP design was based around Ashridge research and experience in learning transfer, incorporating the following principles: • Designing the content and delivery around the organizational competencies • Making the learning relevant and real, an example being the work carried out on SABMiller specific projects • Using repetition and logging techniques • Offering physiological and psychological elements and a strong emphasis on interaction and practical application to maximize participation, engagement and to make the experience memorable The Impact It is helping us make good leaders great. People are making better decisions and using supportive coaching to discuss and resolve issues. We have seen an increase in confidence, performance and impact. As part of their learning experience, participants are given real business problems to address. This creates strong business impact and is an incubator for real-time learning. Ashridge Executive Education Hult International Business School Berkhamsted Hertfordshire HP4 1NS, U.K. Tel: +44(0)1442 841246 Email: [email protected] ashridge.org.uk/custom Recent examples have been the role of social media in the drinks industry and innovation in the beer category. This gets people working in cross-cultural, crossfunctional teams which in turn builds networks, encourages collaboration and brings new thinking back into the business. It also helps to build relationships with the senior leadership team. It’s a very motivating experience. The fact that only one alumnus has left SABMiller in two years bears witness to that! In terms of the impact, we are creating leaders for the long-term. Our participants are having a learning experience that adds value personally and professionally, is very motivational and people have an opportunity to solve vexing business problems. Most importantly it is enhancing the excellence of our leaders and developing our talent pipeline, so crucial for business growth. The impact of the program includes: • Makes leaders more confident, better decision makers, able to deliver a competitive edge • Builds a crucial talent pipeline - 25% of participants were promoted within one year and SAB Miller achieved a 95% retention rate • Feeds new knowledge and innovative thinking into the business • Provides unique, fresh solutions to real business challenges • Creates a community of leaders and strong links between the European Executive Community and EMDP participants • Embeds SABMiller competencies • Incremental revenues climbing from 2% to 5%, industry leading revenue growth, and margin growth ahead of competitors - all directly correlated to the attainment and strenghtening of local leadership positions Specific improvements in performance delivered through the program: • Leading with confidence and to drive the business strategy • Being company/product ambassadors • Building high performance teams; over 140 leaders have each built their own high performance teams and are engaging with the organization • Making strategic decisions • Collaborating and working effectively cross-culturally/functionally • Solving increasingly complex problems with unique, fresh solutions • Being highly credible with senior leaders • Implementing learnings and being agile - to deliver competitive edge • Understanding and committing to achieving the vision • Embracing the strategy and taking personal ownership for its delivery “This program delivered uncontested business impact, supporting revenue growth, creating a high performance leadership community who are driving the business strategy, and delivering a 95% talent retention rate.” Samantha Rockey European L&D Manager, SABMiller