Client: Indian Conglomerate
Our client, an Indian conglomerate with diversified companies, has had a history of investing in and developing great leadership talent. With a successful high-potential intake program already in place, the group recognized the need to strengthen the process further, as many leaders were getting derailed as they moved into wider general management roles. The cohort for investment consisted of leaders who had been with the group for a few years and doing either CXO or CXO-1 roles and could potentially move into other significant leadership roles across the group.
We designed and delivered an intervention to help create a deeply personal leadership roadmap for each leader based on their talents, dreams, and the group context.
The intervention was like a lab, with participants immersed over a 3-day period, having done pre-work, and expected to follow up on their own roadmaps.
Each group consisted of 15 leaders. The design ensured a wide range of learning and reflection experiences. There were ‘learning from each other kind of sessions,’ but personal tracks and conversations with coaches were interweaved, enabling unique personalized inputs and roadmaps for each leader.
A virtual version of the program was developed later, with the program being rolled out globally to reach leaders across multiple continents.
Last year, the program covered 60 leaders across the globe. It is now a part of the overall leadership development portfolio, with plans to cover 25 to 30 leaders worldwide annually, strengthening the talent pipeline for the future.
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