.png)
Essentials of Leadership for more than 500 managers on three continents
For OSRAM, world market leader in lighting, continuous innovation is vital. With the Essentials of Leadership program from Relevance, its new managers learned to lead in a changing environment, apply new skills immediately and develop a new mindset.
Leading through a market in constant change
OSRAM was going through a huge transformation. The lighting industry was dominated by rapid and disruptive change: new, unknown competitors, volatile and uncertain market conditions, and increased business complexity.
Georg Bachmaier, Senior Director Talent Acquisition and Development: 'That is why it is important to prepare our new managers for the challenges we face now and in the years to come.' The company needed an innovative mindset and new leadership skills, from decision making and conflict management to dealing with change and motivating employees, and it needed them applied on the job right away.
Three off-site modules, built for direct applicability
On the recommendation of its US division, OSRAM asked Relevance for a proposal and chose a customized program built around direct applicability. The premise of Essentials of Leadership: understanding your own ambitions and skills makes achieving your goals easier, and strengthens intrinsic motivation.
The program consists of three training modules of two and a half days each, held in a rural setting away from the office so managers can concentrate fully, with assignments on the digital learning platform and peer review meetings in between. The lead time is six months.
Colleagues from OSRAM business units and HR worked with experienced designers and facilitators from Relevance in the development phase, and the two organizations keep optimizing the program together.
Three modules of 2.5 days
Off site, so managers concentrate fully on leading: decision making, conflict management, dealing with change, motivating people.
Digital learning platform
Assignments between modules that bring the learning into daily work.
Peer review meetings
Managers challenge each other and share what they applied since the last module.
Co-creation
Designed with OSRAM's business units and HR, and continuously optimized in close cooperation.
More than 500 managers, an award and a lasting concept
More than 500 participants have completed the program in Europe, Asia/Pacific and the Americas. Managers pick up the new skills quickly, step out of their comfort zone and challenge each other. Compared with the old way of working the difference is immediate, and the proactive can-do attitude makes the biggest difference of all.
OSRAM and Relevance won an ATD Excellence in Practice Award for the program. Susanna Schmid-Elsaesser, Senior Consultant Leadership Development: 'Basis for the success of ELP was a well thought-out concept that met the needs of our organization and our leaders in our time.'
Basis for the success of ELP was a well thought-out concept that met the needs of our organization and our leaders in our time. We were able to achieve this through good co-creation with Relevance in the development phase of the program.
Susanna Schmid-ElsaesserSenior Consultant Leadership Development, OSRAM
The biggest takeaways
- 1
Immediate applicability was the design brief, and the reason the program landed: every module ends in something to do on Monday.
- 2
Off-site modules with platform work and peer reviews in between keep a six-month program alive.
- 3
Co-creation with the business units and HR is what kept the concept current through years of change.
A one-page PDF with the key items, the numbers and the biggest takeaways. Handy for a meeting, or to forward.
More client stories
All client stories
DeLavalManufacturing & industry
Nearly seven hundred employees in 90-minute wellbeing sessions
700 participants over two years of sessions (nearly seven hundred), who reported feeling encouraged, inspired and energized
.jpg?width=960&height=540&name=Jack-up%20Barge%20Maldives%2011%20(1).jpg)
FugroEnergy & engineering
One global talent journey across 60 countries
12 months for a journey that runs in every time zone, in six modules with three peer coaching sessions
Noordwest Hospital GroupHealthcare
Sixteen of thirty participants moved into new roles
16 of 30 participants moved on internally, ten of them into managerial positions; fourteen more grew in their current roles
Working on something similar?
Every client story here started with a question about the capability an organization needed next. Bring yours, and we will tell you what would work in your situation.