54 | Developing Leaders Issue 31: 2019 Executive DEVELOPMENT This is not just because it is cheaper to have managers you are already paying do the work, rather than bring in additional expertise to do it – though the cost element should not be ignored either – but because managers can build different relationships with the learners in these initiatives, they bring intimate understanding of the corporate culture and challenges and, above all, because by getting managers to lead the learning is a great way to change their behaviours too. This does however eat a sizeable chunk from the traditional offer that executive education providers have built their businesses on. It is just one more aspect of the ever-changing context in which management development is evolving. David Dinwoodie, Vice President, Global Leadership Solutions at Center for Creative Leadership (CCL), in conversation with IEDP recently, says that CCL now provides an increasing number of its corporate clients with bespoke services around the strategy, diagnostics and design of learning initiatives, and then assists the client to do the delivery aspect themselves – or trains up the initial cohort who can then cascade this process through the organization. “We’re coming together with clients and go through almost every process of what leadership development makes sense for their people. Lining-up with the strategy, where the business is going, the different challenges they’re facing at different levels and then helping them to design programs, reproduce the material and do train-the-trainer activities with them. And then they’re doing the delivery themselves and we do periodic control audits, program updates and more capability development activity with their people.” Perhaps the surprising thing, given the removal of what one might see as the core activity – the delivery – Dinwoodie is actually supportive of this change of approach. While not having any figures to indicate what the internal cost of delivery is for clients, he does see that for