Accelerating Strategic Change Through Action Learning

Jon Younger, René Sørensen, Christine Cleemann, Aaron Younger, Alan Freed, Sanne Kjærsgaard Møller

Publikation: Bidrag til tidsskriftTidsskriftartikel

Abstrakt

Purpose – The purpose of this paper is to describe how a leading global company used action-learning based leadership development to accelerate strategic culture change.

Design/methodology/approach – It describes the need for change, and the methodology and approach by which the initiative, Impact, generated significant benefits.

Findings – The initiative led to financial benefit, as well as measurable gains in customer centricity, collaboration, and innovation. It was also a powerful experience for participants in their journey as commercial leaders.

Originality/value – Impact was created using comprehensive customer feedback and its delivery involved key customers.
OriginalsprogEngelsk
TidsskriftStrategic H R Review
Vol/bind12
Udgave nummer4
Sider (fra-til)177-184
ISSN1475-4398
DOI
StatusUdgivet - 2013

Emneord

  • Strategy
  • Leadership
  • Talent
  • Development
  • Action Learning
  • Change Management

Citationsformater

Younger, J., Sørensen, R., Cleemann, C., Younger, A., Freed, A., & Kjærsgaard Møller, S. (2013). Accelerating Strategic Change Through Action Learning. Strategic H R Review, 12(4), 177-184. https://doi.org/10.1108/SHR-02-2013-0013