Developing executive key talents through a unique leadership learning experience

Objective

UBS Wealth Management and Business Banking is the world’s leading wealth manager, as well as market leader in Switzerland in retail and commercial banking. Following an intensive organisation-wide dialogue ‘Leading for Growth’ which set a compelling leadership agenda, the ‘Executive Leadership Development Experience’ was initiated to give selected executive key talents the opportunity to improve their personal leadership impact. Executive key talents are already at Executive Director or Managing Director level with long-standing line manager experience and the objectives are for them to:

• Systematically identify their strengths and areas for development
• Maximise their individual potential as a leader
• Work on personal leadership challenges defined with their line manager
• Receive ongoing coaching over a period of a year as they follow this development path.

Solution

Impact worked in close partnership with Patrick Wolf and Sandro Muri from UBS Learning & Development Center in Zurich to design a unique learning experience that forms the centrepiece of a one-year Development Path:

Preparation phase
After an application process to check if the program fits the development needs of the key talent and to verify the learning motivation of the individual, both the talent and their line manager fill out a competency-based questionnaire and outline the business and leadership challenges ahead of them - as preparation for the initial coaching session with an external executive coach prior to the learning experience.

The learning experience
The three-day learning experience is designed to provide individuals with an accurate snapshot of their current leadership effectiveness through a challenging experience and intensive feedback from experienced senior managers in the bank, peers and coaches.

The core component is a sophisticated, exciting and challenging leadership simulation built around the real challenges of the business and themed to reflect UBS values: Client Focus, Partnership, Entrepreneurial Leadership, Meritocracy, Diversity, Integrity and Privacy as well as Corporate Responsibility.

The participant group of 18 executives, working in three teams, is given the challenge of building up a new business in an emerging market. As they deal with the demands of understanding the market and making strategic plans for immediate market entry, they deal with a host of conflicting pressures, interests and dilemmas posed by a variety ofstakeholders both internal and external.

‘Real-life’ challenges, such as conducting a difficult discussion with an employee, negotiating with an internal partner or representing the firm to external parties, are presented as the simulation comes to life and participants are forced to deal with crises and deadlines in real time. These are designed to reflect current UBS challenges: growth, dynamics in an emerging market, client-centric approach and the need or an integrated business model.

The 24-hour simulation culminates in a strategy and leadership dialogue with a member of the UBS Group Managing Board and a presentation to a fictional client delegation – headed by one of Switzerland’s most famous actors!

As the simulation unfolds, each participant is observed according to a set of clearly designed leadership competencies reflecting the UBS leadership culture, and receives structured feedback on an ongoing basis. A written feedback report is also provided for each individual.

The learning experience concludes with a contrasting period of self-reflection. Participants spend time alone in contemplation (in a Benedictine monastery), exchange feedback with peers and receive coaching on health and self–management issues. Finally they meet together with their line manager and the executive coach for a development planning discussion on their future career.

Execution and follow-up phase
During this crucial phase individuals will follow the development path agreed with their line manager, with the support of three face-to-face coaching sessions and an opportunity to be observed in action by a fellow participant in a leadership job-shadowing experience. Follow-up training is available on a personally tailored
basis if required.

Result

"The pilot program was rated a great success and three more are planned.

‘What we especially appreciated in working with Impact was having a truly experienced design partner who dared to ask relevant questions about the main strategic agenda of our firm.

This ensured that we came up with a highly elaborate and very real development platform on which the participants were facing UBS business dilemmas and really needed to take on leadership.

Our executive key talents certainly enjoyed the highly challenging three days and we are convinced that it will help them on their way to becoming the top leaders of tomorrow."
Patrick Wolf
Key Talent Leadership Development
UBS Global Wealth Management & Business Banking

Read more about Impact's approach to Inspiring Leaders

 

With operations in 50 countries and 68,000 employees, Thales is a global technology leader for the aerospace, space, defence, security and transportation markets.

Overview

Thales’ corporate university is dedicated to facilitating personal and professional development for their staff. Each year, Thales Université invite 45 senior managers from around the world to take part in their modular Senior Management Programme (SMP). Impact have run the Teambuilding module in partnership with the Université since 2002.

Objective

During the nine-month programme, the SMP participants are tasked with managing a real business project. The Teambuilding module is designed as a launch event, to help prepare the group to work collaboratively, whilst remotely, on their chosen project. Team working, intercultural awareness, communication skills and networking opportunities are all covered in the programme.

Solution

Impact designed an interactive programme that uses experiential projects to highlight the value of collaboration and sharing. Expertly facilitated review sessions encourage opportunity for open dialogue about effective team working. By the end of this first module the participants have established how they will work efficiently together as project teams. The programme is held in the UK, but is delivered by Impact staff from around the world to reflect the international nature of the participants,

Result

Impact work in close partnership with Thales Université, and our ongoing dialogue and strong relationship results in a consistently relevant and fresh event. Impact facilitators are invited to attend the final SMP module as the participants report back on the progress they have made on their business projects. The participants enjoy getting to know one another socially and value Impact’s support to establish an effective project team relationship.

 

Teva is one of the top 20 global pharmaceutical companies specialising in the manufacture and sale of generic medicines. Teva Kutno SA is the Polish subsidiary of Teva Pharmaceutical Industries Ltd.

Objective

Teva Kutno wanted to translate their corporate vision, mission and values into everyday business practice across the organisation. Key values included Leadership, Strategic Discipline, Perfection in Action, Openness to Change and Creativity.

Solution

Following a detailed training needs analysis, Impact Polska designed a comprehensive modular Team Development event that aimed to:

•    Build synergy between departments in order to breakdown silo working
•    Improve team working and communication skills
•    Maximise strategic planning to best achieve business goals
•    Improve personal motivation and employee engagement across Teva.

196 employees, including managers, representing every department of Teva, came together for the programme. For many it was their first opportunity to work cross-functionally and to network with different management levels. Each module finished with an interactive project which involved the entire team and gave them chance to put their learning into practice.

Result

As the CEO of Teva Kutno sponsored the entire programme, and a representative from the Board of Directors attended each module, it was vital that real business improvements were established.

Immediate benefits noted in the engagement of employees are improved cross-functional relationships, support of interdepartmental challenges and ownership of personal development. Business improvement results include a higher level of participation in projects, increased innovation and ideas, increased productivity and greater attention to work quality.

The Directors wanted the programme to build a strong team culture within Teva Kutno. Feedback from the participants showed that they are now more aware of the contribution of their role and function and feel able to influence and shape the future of their organisation. The group now has a sense of co-responsibility for the development of business.

'Impact Polska Facilitators were open and flexible. They had great rapport with, and instantly reacted to the needs of a group. Although at times our Strategic Workshop was not an easy experience, we are certain that it has been a worthwhile and valuable process.'
Katarzyna Piątek
Head of Human Resources

 

Sony is a global manufacturer of audio, video, communications and information technology products for consumer and professional markets. Sony Europe’s headquarters are in Berlin.

Overview

The Sony European Graduate Programme attracts some of the most talented graduates from across Europe. During a two-year induction programme, the graduates experience placements across Sony’s many functions and develop advanced business skills.

Objective

Sony know that engaging talented people means offering them big, real challenges and giving them the space to use their creativity and skills to have a real impact. With this in mind, they wanted to add a new element to their Graduate Programme. Sony wanted their graduates to collaborate in groups and apply their business skills to make a real contribution to a social project.

Sony asked Impact UK to create a programme for their graduates that would:

•    Develop business skills through applying them in different situations
•    Highlight transferable inter-personal skills and personal values
•    Align with Sony’s CSR values and contribute towards graduate engagement
•    Deliver a real, valuable result to a genuine client

Solution

Impact created a unique intervention that brought these learning and development needs together with Sony’s strategic Corporate Social Responsibility priorities. Collaborating with Sony’s existing community partnership with streetfootballworld, Impact identified three community football organisations from across the world, who all had a capacity building issue. The European graduates and the community partners from Kenya, the UK and USA were then brought together for a two-day launch event that introduced a five-month business project.

The launch event saw the graduates spend two days working in small groups, meeting and consulting with their community client. Working in partnership they identified new revenue generating activities. For two community partners this centred on bringing new consumer products to market, whilst for the third it was about developing services to offer to local schools. For all three organisations these activities were vital to their financial sustainability, and demanded the graduates applied their business skills into a new business and cultural environment.

Impact facilitators worked alongside the graduate teams to help them develop their ability to work effectively in small teams, review their processes, offer feedback and drive high performance.

Results

The programme objectives were met through linking learning and development with real business issues.

‘Working with Impact on the development of this unique approach to Graduate Development was an energising experience. The Impact Consultants were able to work closely with me to develop the concept of these business projects, both in terms of the learning and development agenda and through ensuring the value of the work our graduate’s will be delivering for the client community organisations. The projects included all of the themes we aimed to cover – from application of business skills to supporting our strategic CSR agenda. The feedback from all who took part in the kick-off event was great. Casual yet highly professional – that’s the image Impact projects, which really works for me and for Sony’s European Graduate Programme.’
Richard Bennett
People & Organisational Development Manager

What the participants thought:
‘This programme will help me develop researching skills, summarising ideas and how best to listen to and understand my team’

‘An excellent experience, good for project scoping and planning experience’

‘This was a wonderful opportunity to work with a not-for-profit organisation and work as a team’