Accelerating strategic change through action learning

Abstract

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.

Citation

Younger, J., Sorensen, R., Cleemann, C., Younger, A., Freed, A. and Moller, S. (2013), "Accelerating strategic change through action learning", Strategic HR Review, Vol. 12 No. 4, pp. 177-184. https://doi.org/10.1108/SHR-02-2013-0013