How a healthcare giant took a huge stride with DEI
The finance department of this multinational company knew they had a problem with representation. Their leadership team all looked the same and didn’t reflect the makeup of their own company, let alone the communities they serve. The company recognized that their existing succession system was inequitable. They were acquiring and developing talent from the same places and thereby perpetuating a non-representative leadership team.
The company’s CFOs and senior finance leaders participated in ExperienceInnovation Apply, which involved interviewing people throughout the organization. They discovered that unconscious bias crept into how people defined risk in the pursuit of risk aversion. For example, hiring practices gave precedence to graduates from the same first-rate universities, which increased workforce homogeneity. The team realized that any fair succession program would have to eliminate unconscious bias.
Leaders designed a succession plan that prioritized talent and potential over proven qualifications. They investigated and revamped how people are promoted and advanced across the entire company, beginning with entry-level positions. These new succession practices were accompanied by a development plan to support all employees in developing their capabilities and skills, with the aim of creating organizational-wide equitable opportunity for advancement.
How a tech giant cut over $100 million in transaction costs
This global technology leader was looking for the most effective way to build innovative practices into their daily operations and culture. After an initial ExperienceInnovation™ Learn workshop, a senior executive wanted assistance meeting a huge cost goal of $100 million for the company’s 13th generation of servers, storage and networking procedures.
The company assembled a cross-functional team of 60 stakeholders — including decision-makers from the company’s marketing, engineering, sales, services and procurement divisions — to participate in 15 one-day internal workshops to identify cost-saving opportunities. The process generated 4000 ideas; the team vetted and co-developed the best ones.
A 13th generation of products launched with over $100 million in actualized transaction savings. This success enabled the immediate roll-out of ExperienceInnovation™ Learn workshops to 2500-3000 more employees around the world. Within two years, the company reported that 80% of employees felt their ability to innovate and create value had either grown or grown significantly.
Why Wharton’s executive program uses ExperienceChange™
The program’s academic director added ExperienceChange™ to the course because of its engaging simulation, which takes students through a mock-change process. Participants test leadership strategies and learn how to get buy-in from stakeholders in an environment that encourages risk-taking and learning from mistakes. The simulation closed the knowing-doing gap for participants, and generated extensive class discussion, with students reflecting on their learnings with professors and classmates.
Following positive feedback and high enrollment, the faculty made ExperienceChange™ a popular addition in a variety of custom executive programs.
The Wharton School offers an executive education program that provides week-long courses for established professionals. High-Potential Leaders: Accelerating Your Impact is a popular course intended to help executives capitalize on their abilities in order to enhance their leadership skills. The faculty wanted to find an interactive workshop that would allow students to test new strategies through hands-on experience and gain meaningful insight into what makes for inspiring and impactful leadership.
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