Developing-Leaders-issue-28-Winter-2018-v2

Corporate Practice Developing Leaders Issue 28: 2018 | 41 In the past Total’s executive development has largely focused on senior leaders and people with high-potential for senior roles, and most of its L&D has been traditional, face- to-face, classroom-based, knowledge transfer. It now needed to offer something across a much wider constituency, to thousands of managers present in the countries in which the group operates. Something built around online delivery, that was collaborative and experiential. It had never undertaken anything like this before. “Embracing the challenge to train a greater number of our managers across 130 countries, in the context of digital transformation, we opted to offer a 100% online learning experience. It was clear though, to be in line with our values and objectives, that this needed to remain a collaborative experience, and not a classic online approach,” says Lambert. Total chose emlyon business school as a partner to overhaul its entry level management development program and create the initiative now known as  Smarter Teamwork . A choice no doubt prompted by emlyon’s high reputation as a developer of action learning programs and its innovative approach to executive education. Describing the Smarter Teamwork main thrust Karine Savigny, affiliated professor at emlyon, says “The idea was really to develop the teamwork skills that will help the organization become more agile, quicken the pace of decision-making, increase the quality of decision- making, and support a client-oriented culture, internal client/external client.” StockStudio / Shutterstock.com

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