Nurturing and retaining talent is key to this organisation’s success in Asia and other regions. To this end the leadership team recognizes that in order to retain and to nurture leaders a proactive approach was required. Growing in larger-and more complex markets means that the cost of failure is more pertinent today than ever before and as such the “sink or swim’ approach is simply not viable. It was recognized that the success ratio of General Management could be greatly improved.
Until recently executives were named and promoted to GM positions without the support or guidance of a proper structured process. Accelerance was approached to suggest a highly customised yet cost-efficient transition framework that would help the organization address this challenge
Accelerance reached out to its global team to come up with a creative solution that would help new GMs including BU managers succeed in their transition and new role. The solution expected by the client should be scalable – i.e. it would possibly be leveraged for future leader transitions globally – and should address the multi-layer transition challenges faced by executives at senior level: Transition to New Organization; Transition to New Role; Transition in Scope; Transition to New Geography or Culture.
Over a period of four years, twenty four executives (a combination of country General Managers as well as Business Unit Managers) benefited from the transition programme in the APAC region. Each transition journey was customized for the participating leader according to the complexity of the transition, the expectations of the new role and the development gaps the leader has to bridge.
Most transition programmes however included the following elements:
To ensure the success of the programme, a dedicated programme director from Accelerance worked with the head of OD and Talent Management (the project lead from the client organisation) throughout the duration of the programme to identify suitable transition consultants, mentor them and ensure consistency / continuity in the quality of each transition programme.
Finally, an Accelerance full time project manager was allocated to the transition programme to ensure the smooth running of each transition including monthly budget reporting and monthly progress reports so the participants Line Manager are aware of progress made including any support needed.
The impact of the transition programme can be measured via different lenses:
“The Executive Transition Program has helped me during what I call my ‘Triple-New’ first year in role; new to Asia, new line manager & team and New to a multi-market responsibility. My coach has helped me to manage myself well during my learning curve in a challenging year for the region. He has also provided me with good insights about how I am being perceived by the different stake-holders and has coached me to improve in those areas with room for improvement.
The transition programme has helped me identify strengths and development needs in my new role, and it enabled me to fit with the team and my manager. Finally it allowed me to leverage existing strengths and improve performance. The benefits to the organisation were multiple: (1)- Improved organizational strength, culture and work environment; (2)- Perception of the organisation being committed to support Executives in their new role and their growth and success; (3)- Retention of high potential talent.”
– Regional Vice President
Registered in England and Wales No. 10193569
86-90 Paul Street
London EC2A 4NE