Accelerating Strategic Change Through Action Learning

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

Research output: Contribution to journalJournal articleResearchpeer-review


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.
Original languageEnglish
JournalStrategic H R Review
Issue number4
Pages (from-to)177-184
Publication statusPublished - 2013

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