Case Studies

With Emerson’s explosive growth in Latin America, the organization needed a way to identify and develop its high-potential talent throughout the region. They knew that to support their business growth, they would need to aggressively develop leaders in this fast-growing region.

A large retailer wanted to invest in and grow their talent. They had several leadership development programs in place, but nothing that provided individualized feedback. They wanted to give leaders targeted assessments of their strengths and developmental needs, along with personalized game plans to enhance key competencies.

To gain insight into the question of whether executive coaching helps to create better leaders—and if so, in what ways—we conducted a study of thirty-two executives, each of whom had been coached by one of our consultants within the previous four years. The executives worked for several large, multi-national organizations (including MasterCard International), and the majority were at the level of director or vice president.

A large healthcare organization was undergoing significant change in response to the demands of a complex and rapidly growing healthcare system. Senior leaders knew that to be successful, they had to use all the cutting-edge talent management practices currently available. They were already hiring the best talent they could find and developing their employees’ potential using proven training methods. Now they needed take the next step and use mentoring to boost their department’s expertise and ability to provide advanced solutions.

A multinational Fortune 500 manufacturing company was experiencing significant world­wide growth and needed to hire top talent. They had stumbled with some poor decisions in the past, and they wanted to minimize the risk of bringing on the wrong person. Their solution had to deploy easily around the globe and accommodate a variety of languages.

Leadership Alliance wanted to demonstrate that pre-employment assessments outperformed standard hiring practices. While it has been well documented, through years of research, that standard hiring practices are no better than a coin toss (a 50/50 chance of choosing the right candidate), Leadership Alliance wanted to learn how their process stacked up.

With close to 100,000 employees globally, this Fortune 500 electronics solutions company wanted to manage their succession planning and talent development processes. The CEO of the organization presented the Human Development team with some tough challenges.

A senior team was struggling to come together. Silos had developed, and several key members had issues with trust. Meetings were dysfunctional because members didn’t speak up about their disagreements, which led to a lack of commitment and follow-through.