Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
Together, Microsoft and London Business School created The Public Sector Course: a customised programme, tailoring a Massive Open Online Course (MOOC) model for Microsoft’s public sellers specifically. The programme aims to empower participants to build trust and credibility with customers.
Learn more about our customised programmes: https://www.london.edu/programmes/executive-education/topic/executive-education-for-organisations/custom-programmes
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Together, Microsoft and London Business School created The Public Sector Course: a customised programme, tailoring a Massive Open Online Course (MOOC) model for Microsoft’s public sellers specifically. The programme aims to empower participants to build trust and credibility with customers.
Learn more about our customised programmes: https://www.london.edu/programmes/executive-education/topic/executive-education-for-organisations/custom-programmes
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Able Engineering & Welch Way: Aligning Employees to Strategy through Leadersh...Skillsoft
Lee Benson, Able Engineering's CEO, says that Jack Welch is like "Miracle-Gro" for leaders. The Welch Way management development program has significantly changed his entire organization's conversation around leadership, execution and strategy while delivering huge cost savings. Hear what Lee has to say about how Welch Way has accelerated their leadership development to support more than 10 straight years of growth.
Project Academies - how to set up and gain valueDonnie MacNicol
Article published in Project Journal September 2015 covering:
- tips for setting up and sustaining an Academy
- how to structure using our Academy Framework
- client case study.
Your Company's Future Depends on Learning-Centric Talent ExpansionSkillsoft
Work, and how we do it, is constantly evolving, but right now we're facing a "perfect storm" of factors that make a learning-centric focus key for the future of your organization.
Want to get the best possible terms from a prospective employer without it affecting you being hired? Learn how from Associate Professor of Organisational Gillian Ku.
Negotiating Power
Prof Katia Tieleman
Although people often think of boardrooms, suits, and million dollar deals when they hear the word “negotiation,” the truth is that we negotiate all the time. For example: ask your boss for a raise or a training, make important business decisions with your team… These are all situations that involve negotiating! This workshop will give you an understanding of the phases of negotiation, tools to use during a negotiation, and ways to build win-win solutions for all those involved.
Able Engineering & Welch Way: Aligning Employees to Strategy through Leadersh...Skillsoft
Lee Benson, Able Engineering's CEO, says that Jack Welch is like "Miracle-Gro" for leaders. The Welch Way management development program has significantly changed his entire organization's conversation around leadership, execution and strategy while delivering huge cost savings. Hear what Lee has to say about how Welch Way has accelerated their leadership development to support more than 10 straight years of growth.
Project Academies - how to set up and gain valueDonnie MacNicol
Article published in Project Journal September 2015 covering:
- tips for setting up and sustaining an Academy
- how to structure using our Academy Framework
- client case study.
Your Company's Future Depends on Learning-Centric Talent ExpansionSkillsoft
Work, and how we do it, is constantly evolving, but right now we're facing a "perfect storm" of factors that make a learning-centric focus key for the future of your organization.
Want to get the best possible terms from a prospective employer without it affecting you being hired? Learn how from Associate Professor of Organisational Gillian Ku.
Negotiating Power
Prof Katia Tieleman
Although people often think of boardrooms, suits, and million dollar deals when they hear the word “negotiation,” the truth is that we negotiate all the time. For example: ask your boss for a raise or a training, make important business decisions with your team… These are all situations that involve negotiating! This workshop will give you an understanding of the phases of negotiation, tools to use during a negotiation, and ways to build win-win solutions for all those involved.
MYRA Business School, Mysore Business education in emerging markets - Prof Ra...MYRA School of Business
With 1250 approved business schools, 1600 accredited by AICTE, 1,250,000 full time MBAs and 1,000,000 online MBAs, business education in emerging markets boils down to understanding the aspirations of the people and delivering on the faculty training, research, curriculum, faculty development.
A Safe Haven - Integrated Marketing Communications Campaign Proposal for Mark...ShakespearePost
The final presentation for my Integrated Marketing Communications class at the Quinlan Graduate School of Business, The challenge was to create a marketing campaign that would ultimately lead to increased corporate donations for A Safe Haven, a non-profit that provides housing, treatment, education, and jobs for the homeless of Chicago. My team members on the project were Ivory Chang and Hadeel Al-Hindi.
"It is not a case of if these markets will succeed, but when", says Koen Thijssen, Co-CEO Asia Pacific Internet Group, at his keynote speech at Asia Business Forum 2015.
Rocket Internet Capital Markets Day (Presentation)Himmel Cash
Agenda
Topic Presenter
Proven Winners H1 2015 Financials Peter Kimpel
CFO Rocket Internet
Update Rocket Strategy
Break
Home24 Domenico Cipolla
CEO Home24
Path to Profitability – How to judge a successful model and invest in
growth
Oliver Samwer
CEO Rocket Internet
Oliver Samwer
CEO Rocket Internet
Break
Update LPV and Underlying Assumptions Peter Kimpel
CFO Rocket Internet
Lazada Oliver Samwer
CEO Rocket Internet
Summary Remarks Oliver Samwer
CEO Rocket Internet
Global Fashion Group Romain Voog
CEO GFG
HelloFresh Dominik Richter
CEO HelloFresh
2
Time
9:00 – 9.45
10:00 – 10:45
11:15 – 11:30
13:30 – 14:15
10:45 – 11:15
14:45 – 15:00
9:45 – 10:00
14:15 – 14:45
16:15 – 16:30
12:30 – 13:30
11:30 – 12:30
Update Rocket Platform Christian von Hardenberg
CTO Rocket Internet 15:30 – 16:15
Update Regional Internet Groups Oliver Samwer
CEO Rocket Internet
Its a business plan of school with all the required content you needed. its original but some are just information. The name we suggested is Green Motive school. Will be given on request and can only be used for education purpose.
Harvard Business School Presentation "Outsourcing Selling"Charles Cohon
It's been said that nothing happens until somebody sells something. As an invited presenter at Harvard Business School, Manufacturers' Agents National Association CEO Charles Cohon makes the case that in a sharing economy salespeople who sell your product need to be on your side, but do not necessarily need to be on your payroll. Outsourced sales forces, often referred to as manufacturers' representatives, manufacturers' reps, reps, manufacturers' agents, or sales reps, provide your sales function on a variable cost commission basis,instead of the fixed cost basis with which you are saddled when you put high-priced salespeople directly on your payroll.
Learn how digital capabilities can help insurers adapt to changing customer expectations in this new "always on", personalized environment. To learn more visit: www.accenture.com/insurancecustomeroftomorrow
Representing life, property & casualty and reinsurance, some 150 insurance risk leaders participated in Accenture’s 2015 Global Risk Management Study: Insurance Report. See how these leaders are working to systematically operationalize risk management.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB
#astdza2015
Lead Star is an agile, experienced leadership development firm that offers customized solutions for companies in industries as diverse as energy, financial services, and health care. Leadership is not about titles—it’s about fostering responsibility and nurturing people’s ability to influence others. We work with our clients to develop an actionable, practical approach designed to inspire employees and achieve business goals. See how we translate leadership theory into action. www.leadstar.us
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Active vs. passive – practitioner perspectives - Tim Hodgson, Head of the Thinking Ahead Institute, Willis Towers Watson
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking
Portfolio construction today - Cliff Asness, Managing & Founding Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking – Private Equity
Partners Capital View of the Future of Private Equity Investing
Stan Miranda, Founder and CEO, Partners Capital Investment Group
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Risk taking the ATP way - Kasper Lorenzen, Chief Investment Officer, ATP
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Is factor investing a bubble? - René M. Stulz, Everett D. Reese Chair of Banking and Monetary Economics, Ohio State University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Sharpening the Arithmetic of Active Management - Lasse Pedersen, Professor of Finance, Copenhagen Business School and NYU; and Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Money management in equilibrium - Jonathan Berk, A.P. Giannini Professor of Finance, Graduate School of Business, Stanford University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
The ten commandments of business innovation | London Business SchoolLondon Business School
From his new book Breaking Bad Habits, LBS's Freek Vermeulen explores the ten commandments your business must follow to reinvigorate your organisation.
http://www.freekvermeulen.com/
Systemic Risk in the Asset Management Industry - Michael Mendelson, Principal, AQR Capital Management
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Myths and Realities of ETFs and Index Investing - Ananth Madhavan, Managing Director, Global Head of Research for ETF and Index Investing, BlackRock
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Emeritus Professor of Management and Marketing at London Business School Patrick Barwise and marketing leadership expert Thomas Barta explain how marketers can help change perceptions and increase business impact.
Their book, THE 12 POWERS OF A MARKETING LEADER, is out now.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Nordea and London Business School
1. 1
Nordea and London
Business School:
The Strategic Leadership Programme
Developing a pipeline of next-generation strategic leaders
2. 2
Executive Summary
It’s 2011 and Nordea Bank faces a number
of challenges.
Digitisation, changing customer preferences
and new competitors are changing the post-crisis
landscape.
A new generation of strategic leaders is needed to
deliver Nordea’s mission:
Together with London Business School (LBS),
Nordea empowers its next-generation leaders to:
¢¢ Think strategically about the future and
about customers
¢¢ Align functions and strategies to the overarching
Nordea Future Relationship Bank Strategy
¢¢ Build trust across the whole business
The result is the Strategic Leadership
Programme (SLP).
To lead the future
in European relationship
banking
3. 3
Executive Summary
10cohorts
of upcoming Nordea
leaders have passed
through the programme.
The impact on them
and the bank has
been immediate –
and significant.
360feedback reports
great progress in:
¢¢ driving innovation
¢¢ integrative, cross-functional
thinking
¢¢ spotting opportunities
for competitive leverage
¢¢ acting on new concepts
and insights.
87%
of all participants have
acquired key strategic
leadership skills
and competencies.
4. 4
Nordea’s challenge: how do you develop strategic leaders?
Nordea needs a new approach to leadership training that will develop customer-
centric value propositions.
Previous attempts have had a positive impact at an individual level. But the time and opportunity have
come to do something that will drive change company-wide.
The bank needs
a comprehensive programme
that will:
Link
to strategy
Work at senior
executive and
other levels
Deploy a common
language and
methodology
5. 5
We wanted to enter a new
phase and look at the future
with fresh eyes. We wanted
to establish a common
language and unite the
functions and the countries
within our business.
Henrik Priergaard-Nielsen
Managing Director, Nordea
6. 6
Bringing in outside knowledge
Nordea develops a Leadership
Pipeline Model that will form the
basis of its new approach.
The bank decides that the time has come
to bring in expertise and knowledge from
outside to fulfil these strategic leadership
development objectives.
The search for a learning partner begins.
Great leadership in Nordea is the
ability to engage and motivate
people to reach out for our vision
and the ability to set the right team
to make it happen
Nordea leadership statement 2011
Onboarding
(individal contributor)
Passage
Four
Passage
Three
Passage
One
Passage
Two
Individual
development
Virtualandcross-boarderleader
Nordea’s Leadership Pipeline Model
Potential leader
Leading leaders
Executive leader
Leading others
STRATEGIC
LEADER
7. 7
We took a long time to
choose our learning partner. We
looked at competence and track
record, rankings, faculty and
prestige. We wanted to be sure
we chose the best and LBS
came out on top.
We made the right decision.
Marianne Siig
Head of Leadership Development,
Nordea
8. 8
Making the diagnosis. Designing the solution
Nordea partners with LBS. Together, Nordea leaders
and the LBS Programme team get to work.
Through open
dialogue and
analysis, they:
¢¢ Carry out research
¢¢ Organise design
workshops
¢¢ Arrange LBS
campus visits
They diagnose
the big issues:
¢¢ Nordea needs to
see past complexity
and reach for the
bigger picture
¢¢ The company is
better at “what”
than “why”
¢¢ Innovation must
be aligned to
Nordea’s strategy
¢¢ Customer
focus needs
improving
And identify
the themes
and objectives:
¢¢ A need for an
embedded model
of leadership
¢¢ Heightened
awareness of
Nordea’s strategy
To develop
the solution:
¢¢ A modular learning
programme
¢¢ Combining on-
campus learning,
coaching and
experiential activities
¢¢ A learning journey
from understanding
to thinking and
execution
9. 9
Nordea wanted their senior
leaders to think long-term, about
opportunities and threats and
shifting priorities, not being
embedded in the day to day running
of the business. At that level, you
need to think about competitive
advantage and what your future
customers might want and need.
You’ve also got to help others
understand the strategy too, and
inspire people to come with you.
That’s strategic leadership, and
that’s what SLP is about.
Tim Orme,
Programme Director
London Business School
10. 10
The Strategic Leadership Programme (SLP)
The SLP is a modular learning
journey built on clear objectives
and actionable outcomes.
Learning happens via:
Analysis of real business case studies
Open dialogue with peers and faculty
Action planning
Coaching
Role playing and change simulations
The Strategic Challenge
11. 11
Immediate impact, minimal disruption
Module 1
Inspiring Leadershp – The Heart of Leadership
¢¢ Reflecting on leadership style, impact on others and building
the pipeline
¢¢ Influencing, engaging, motivating and bi-directional learning
¢¢ Communicating and building relationships to drive change
Module 2
Strategic Thinking – The Head of Leadership
¢¢ Exploring the competitive landscape
¢¢ Communicating strategy and influencing upwards
¢¢ Identifying solutions that create value
Module 3
Making It Happen – The Hands of Leadership
¢¢ Understanding change leadership
¢¢ Translating strategy into execution and performance
¢¢ Overcoming barriers
¢¢ Building programmes that align to strategy
Post-Programme
¢¢ Immediate impact
¢¢ Applying the learning
The programme
is modular so that
participants
can balance
commitments
with professional
development.
Between modules, new
ideas and concepts are
applied at Nordea for an
immediate impact.
The application between
modules is supported by
group coaching.
12. 12
Coaching
“The coach helped me to
“crack the code” on why
my team sees me as they
do and since then the
team satisfaction
has increased.”
“The coaching underlined
the value of utilising peers
as partners.”
“I made several big decisions
based on the coaching
I received from the team.”
Participants benefit from both one-to-one
coaching with an LBS Executive Coach
and from peer coaching from their group.
The coaching supports them to reflect on their
development needs, apply what they are learning,
develop their Nordea network and develop
their own coaching skills.
“The positive effect on my
team is concretely visible in
the positive development of
employee satisfaction.”
13. 13
Follow up
Feedback and
demonstration of
real-life impact
The strategic challenge
Module 1
Identify a specific
challenge you
face at work
Modules 2 and 3
Build the tools to
diagnose, analyse
and solve your
challenge
Post Programme
Deploy your
solution
The Strategic Challenge is designed to enable participants to apply what they
learn on the programme.
14. 14
The strategic challenge
“The outcome of my
strategic challenge has
been hugely positive. We
have much greater focus on
our customers. This means
we’ve improved our income
mix and return on equity,
while improving our team
and daily work. We’ve seen
this in the recent employee
satisfaction index.”
“My strategic challenge was
to investigate if a change
in structure could generate
capital relief. We found
that it couldn’t and saved
time, money and
resources in pursuing
a large change
programme.”
“My strategic challenge was to set
up an offshoring unit supporting
development services. The
programme has empowered me to
get business buy-in and
has given me the tools
to motivate leaders
in my team
in executing
change.”
“My individual strategic
challenge has been
transformed into one
of the elements of the
Danish retail plan for
2015 with real impact
in sourcing new
customers.”
15. 15
74%
are better
at driving
innovation79%
have a deeper
understanding of
other functions
78%
are better at
motivating
others
87%
of all programme
participants have
acquired strategic
leadership
competencies.
74%
are better at seeing
opportunities for
competitive
advantage
Impact
Source: LBS Participant Survey
360 degree feedback
97%
have gained
actionable
insights
16. 16
The SLP is at the top of
our ecosystem and plays
a crucial role. From the
beginning we wanted to
make sure it fit with our
leadership pipeline, and it
fits perfectly.
Our leaders are now
speaking the same language.
Henrik Priergaard-Nielsen
Managing Director, Nordea
17. 17
Tangible results
“I reduced costs by 12%
over a two to three-
year period, while
providing better service
and more deliveries.”
“I am more focused on setting
clear targets and identifying
the right leaders to delegate
to and trust, and to hold them
accountable for managerial
work and results.”
“We added acquisition sales to
boost new customers’ inflow,
increased focus on high-value
added products and closed
down commoditised businesses.
That resulted in a €5 million
increase in annual PL, with 5%
lower headcount and 10% lower
allocated costs.”
18. 18
Nordea and LBS made a long term
commitment to support our strategic
leaders’ capabilities to evolve us
as an organisation. We measure
our success by the strength of the
relationship between our learning
organisation and the programme
developers; the overwhelming and
consistently positive feedback from
our leaders; and the way in which
our diverse business areas’ and
functions’ support of the program
has increased year-on-year.
Kasper Bas Svendsen,
Head of Learning and Leadership Development,
Nordea
19. 19
LBS and Nordea:
a partnership for the future
Since the SLP began, Nordea has
steadily changed.
For the first time in its history, the bank has:
The partnership between LBS
and Nordea grows stronger with
every cohort.
LBS will support Nordea in the two-year
roll-out of its One Nordea and Future
Relationship Bank strategies.
The SLP has become part of Nordea.
A world-class leadership
training package.
20. 20
The timeline to success
2011
Jan 2012
Sept 2012
Oct – Dec 2012
Jan 2013
April 2013
June 2013
Sept 2013
2014
2015
2016
2017
Initial discussions between LBS and Nordea
Request for proposal from Nordea
Internal Nordea proposal to Group Executive
Management (GEM) is approved and contract signed
Diagnostic interviews and design work
Cohort 1 starts
Cohort 2 starts
Cohort 3 starts
Cohort 4 starts
Cohorts 5 and 6 start
Cohorts 7 and 8 start
Cohorts 9 and 10 start
Cohort 11 starts
21. 21
People moving up through the ranks
and those coming in from outside
say the same thing: the SLP is the
best leadership programme they
have ever attended.
This is what we wanted.
Henrik Priergaard-Nielsen
Managing Director, Nordea