Old state

A technology led engineering organisation that had enjoyed a sustained period of growth across a range of sectors.  It had talented project/programme managers and directors.  It anticipated a growing need for this population to demonstrate strategic leadership.  Given the demands of the programmes and projects they work on there was a tendency to neglect the long-term needs of both the customer and the organisation.

There was a need to increase the depth of leadership capability and reassure investors the future of the organisation was in good hands.

What the organisation did to change its state

A leadership competency framework was designed with the senior leadership team.  This was a key milestone in the identification, development and measurement of leadership capability required for the future state.

Leaders were invited to attend a bespoke development centre designed to measure leadership capability.  Hogan assessments were undertaken alongside the development centre to provide a fuller assessment of leadership potential.  Finally, data from the talent review was included to create a comprehensive development data pack to feedback to individuals.

All leaders who attended the development centre created a development plan to further their leadership capability aligned to their career aspirations. 

24 leaders were selected to begin a cohort led Strategic Leaders development programme.  The aim of the programme linked back to the central need to develop strategic thinking and action.

New state

The organisation had engaged a significant proportion of its leadership population in the future requirements for its senior leaders.  It had identified leaders with potential and existing capability and invested in developing their impact in more senior roles.

By mapping leadership capabilities on to Korn Ferry Leadership Architect™ and using Hogan data, good external benchmarking demonstrated areas where leadership capability was increasing.

This data pack, alongside the individual’s stories of participating leaders, provided strong evidence to investors and board members that the organisation had a positive future.