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Transforming Managers into Global Leaders

Case Studies

Furukawa_Electric_Group_company_logo Furukawa Electric Co, Ltd. – Feedback from Global HR of “One Furukawa”Global Development Program

Ube_Industries_logo-1Ube Industries Co., Ltd. – Feedback from Global HR on Global Leadership Development Program



Case 1: How does a multinational Japanese company become a truly global company?

  • By committing to building strong relationships among the next generation of global executives and giving them the freedom to co-create the future of their company together.
  • That’s what we helped Kuraray to do over the past 8 years. Now we have over 200 graduates of 12 of our intensive 7 months team-project-centric global leadership development programs in the past 8 years.
  • Over 50 team projects have been completed in these programs, and more than half of those projects continue actively in some form in the business.
  • Most graduates are promoted, or transferred to positions of greater responsibility within a year or two of completing this program, and several have been promoted to the executive level.
  • As a result of the globalization of this company, overseas revenues have grown from 30% to over 50% of the total revenues of the company.
  • FORMAT: (3 weeks of in-person events over a 7 month period)

Whitepaper: Cross-linking the Human Polymer Network at a Global Chemical Company adobepdf

Yamaha-Logo-Wallpaper-WSCase 2: How does a company spread all over the world assure that every employee shares a passionate commitment to a shared identity and core values that make their company unique?

  • By strengthening the shared cultural DNA of their front-line leaders and making these leaders “Organizational Culture Ambassadors.”
  • A cohort of a dozen executives from all over the world come together three times over a 1 year period for a day of intensive exploration into their historical roots, their shared cultural DNA, and their aspirations for the future of their organizational culture.
  • Through powerful approaches such as storytelling, interpretative drawings, and collage, these global leaders explore stories from the past, present and future, and create a shared understanding of their identity as an organization, the roots of that identity, and their commitments to perpetuating their organization’s cultural DNA into the far future.
  • This program was repeated with another cohort the following year, and now these graduates are teaching others to be Organizational Culture Ambassadors. These ambassadors are using the power of storytelling to spread their organization’s cultural DNA throughout Yamaha worldwide.
  • FORMAT: (6 days of in-person events over a 9 month period)

Whitepaper: Company Culture-Corporate DNA_Sept2014 adobepdf