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Business Premises - The old Coach House

Action Learning Case Studies

Microsoft

The world is constantly evolving. New market leaders emerge. New business models are created. Competition springs up from unexpected sources. And external changes create both new pressures and new opportunities for corporations worldwide. While all industries are required to operate in these shifting conditions, the technology sector is one with a particularly rapid pace of change. IT Organizations succeed based on their ability to stay ahead of the competition, innovate and solve real-world problems, all the while remaining responsive and connected to their customers and partners.

Microsoft Corporation is one such company. Headquartered in Redmond, Washington, with approximately 89,000 employees worldwide and revenue of $62.48 billion in FY10, Microsoft aims to help people and businesses around the world realize their full potential. To achieve this mission in the context of a changing business climate, Microsoft requires leaders who are agile, responsive to customers and external forces, and able to react quickly but appropriately to new and uncertain conditions. One of the ways Microsoft develops leaders who have these capabilities is by using action learning.

Download the Microsoft Leaders Excel through Action Learning full case study

Oxford University Press

Oxford University Press (OUP) has been in existence for more than five hundred years and employs some five hundred people. The new UK Publishing Services managing director, David Fry, was particularly concerned to open up the OUP culture, to sharpen up service provision, and to reduce costs—but not necessarily at the expense of people while increasing revenues. The challenge was to find a tool that would include cultural change, people development, and a bottom-line contribution to OUP, a tool that would not just tinker with processes, but would bring about significant long-term change. OUP discovered and applied action learning, which accomplished the following:

  • Helped managers learn the skills they needed to manage a real business related project with clearly defined deliverables
  • Encouraged the delegation of tasks and empowerment of staff
  • Identified tangible rewards and satisfaction plus measurable financial gains in completing the projects
  • Promoted teamwork and encouraged cross-functional work
  • Spread knowledge of the company’s aims and objectives
  • Created a positive—not a blame—culture (Marsh and Wood, 2001)

 

Shell

Shell utilizes action learning programs to improve the abilities and thinking of leaders in three specific skill areas:

  • Skills in business-oriented thinking, change management, and implementing change
  • Team skills, including how to create and manage effective teams
  • Analytical and synthesizing skills in areas such as finance, marketing, and operations

Constellation Energy

Constellation Energy has developed a cadre of Action Learning coaches who are available to managers whenever a critical challenge or problem emerges for which they would like a quick and creative strategy.  Constellation has used Action Learning to address issues such as work schedules, plant safety and organizational structuring.

Boeing

Boeing has utilized Action Learning as the key tool for developing their high potential leaders. Action learning teams have developed strategies for major global corporate challenges relative to Boeing’s projects in China, Australia, Italy, Germany and Korea. The Executive Council has found Action Learning teams to be so innovative and successful that they have offered these teams the latitude to select action learning projects, a decision that previously rested in the HR department.  Post-project research has shown Action Learning participants exercising 2-3 years later the leadership skills gained during their action learning projects.

Toyota

Long after the Lexus brand was popular in the US, it had yet to be marketed and sold extensively in Japan.  Coaches trained in WIAL methodology guided Toyota Action Learning teams that developed comprehensive marketing strategies.  Now, Toyota credits Action Learning with the success of its Lexus-Japan program.