The board of an aerospace business in UK is preparing its next generation of leaders to run the business. The participants are a diverse group, hand-picked from a range of professional disciplines across this exclusive business. The CEO commissions Amicus to research, design and run the programme.
What we did
We spent time with the CEO and key leaders to understand sector trends, the company’s success factors and the development needs of each participant.
The programme we devised aimed to promote collective strategic thinking and build a team approach. We selected a careful mix of inputs from leading academic experts and experiential talks from CEOs in a range of sectors. This created curiosity about the exacting demands of shouldering responsibility at the top.
A vital ingredient was project work. This allowed the CEO to use the group as a think tank to solve her ‘wicked issues’.
The participants found the programme very stimulating, professionally. It brought into sharp focus the need to prepare themselves further for the demands of top executive roles.
It gave the current senior management team a clearer view of its talent pool too. And with our support, it was able to refine its succession plans. Further down the company there was clear ambition to be part of the next programme.
The company now has a bench of future C-suite executives and role models, ready to lead the business forward properly prepared to lead the business in a challenging future.
Category: Case Studies