Accelerating strategic change through action learning

Pages177-184
DOIhttps://doi.org/10.1108/SHR-02-2013-0013
Published date14 June 2013
Date14 June 2013
AuthorJon Younger,René Sorensen,Christine Cleemann,Aaron Younger,Allan Freed,Sanne Moller
Subject MatterHR & organizational behaviour
Accelerating strategic change through
action learning
Jon Younger, Rene
´Sorensen, Christine Cleemann, Aaron Younger, Allan Freed and
Sanne Moller
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.
Keywords Strategy, Leadership, Talent, Development, Action learning, Change management
Paper type Case study
Over the past three years, commercial leaders of a top 25 global logistics company
partnered with human resources and the authors to create Impact, an innovative
leadership development, culture change and business innovation laboratory for
sales and operations managers and high performing professionals. Now beginning its third
year, Impact has generated strong industry interest, resulted in significant measurable
financial gains, assessed and penetrated profitable new business areas, reinforced its
relationships with key strategic customers, and accelerated the development of outstanding
young talents from China to Chile. This paper examines Impact, assesses its early financial
and operational results, and discusses its application to other companies and industries.
Why Impact?
The global logistics industry is growing and changing. Not long ago, logistics was seen as a
means of reducing shipping costs and not much else. Times have changed and as supply
chain management has grown to a trillion dollar business, companies are turning to logistics
firms for help in a variety of innovative ways, from initiatives aimed at reducing the firm’s carbon
footprint to the use of ‘‘big data’’ to predict problems and anticipate unforeseen circumstances.
The firm is a division of one of the largest shipping companies, with revenues approaching 4
billion dollars USD, over 10,000 employees and 200 commercial offices. The firm was
formed as an independent division in 2009, and the leadership team quickly identified the
growth potential of shifting from a more traditional cost orientation to a focus on customer
centricity: deepening relationships with its most strategic customers and expanding its
strategic customer base.
Impact was intended to further the firm’s brand aspirations of passion for customers,
dedication to service quality, energized people and differentiation. These brand aspirations
DOI 10.1108/SHR-02-2013-0013 VOL. 12 NO. 4 2013, pp. 177-184, QEmerald Group Publishing Limited, ISSN 1475-4398
j
STRATEGIC HR REVIEW
j
PAGE 177
Jon Younger is based at
RBL Group. Rene
´Sorensen
is based at A.P.
Moller-Maersk. Christine
Cleemann is based at
Copenhagen Business
School. Aaron Younger is
based at Phillip Morris
International. Allan Freed is
based at RBL Group.
Sanne Moller is based at
Copenhagen Business
School.
The authors acknowledge the
outstanding and ongoing
contribution made by Impact
program manager Helena
Darnell.

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