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The purpose of this case study was to gather participants' perceptions of the impact of Memorial Healthcare System's Pillars of Leadership Academy's leadership development programs on an individual, professional and organizational level.

Through a mixture of in‐person and telephone structured interviews, the researchers collected and analyzed qualitative data to explore the experiences of participants from the leadership development programs.

The major themes that interviewees mentioned as impacts of their participation in the mentoring programs closely parallel the foundations of transformational leadership. This suggests that the goals of the Pillars of Leadership Academy have been successful in developing leaders, which provides the basis for improved organizational as well as individual performance.

Developing leaders has been identified as one of the most pressing challenges for the future. Memorial Healthcare System (MHS) demonstrates that theory‐ and competency‐based leadership development programs can contribute to the performance and success of individuals as well as health services organizations.

The success of MHS overall and the contributions of the Pillars of Leadership Academy to the organizational culture and leadership provides a best practice that other organizations can follow regarding the implementation of a success leadership development program.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Memorial Healthcare System (MHS) is the fifth largest public healthcare system in the USA, employing over 10,000 clinicians, administrative and support staff who provide health services in six hospitals and numerous ancillary facilities. Nationally, MHS is recognized as being in the top 20 percent of health systems based on eight measures of clinical quality, efficiency and patient satisfaction.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The paper provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to define and frame the understanding of customer journeys, associated areas of consumer decision-making process stages and touch point categories based on an ownership perspective.

The research is based on a detailed literature review of customer journeys, in peer-reviewed marketing and retail journals, within the last decade. The Chartered Association of Business Schools (ABS) academic journal guide marketing discipline list was used because it only includes peer-reviewed journals, based on an internationally accepted quality ranked list.

The detailed analysis of the journals identified three groups of touch points (brand owned, partner owned/managed and outside the control of brand owner/partner) and three decision-making process stages (pre-purchase, purchase and post–purchase) that informed a clearer definition and understanding of the customer journey.

Limitations concern the ABS database was used and a ten-year date period was selected, which may exclude some relevant journal articles, particularly those written in a language other than English.

The authors have provided a revised definition of customer journey, clarified the decision-making stages and subsequent categorisation of touch points from an ownership perspective.