After internal analysis, the L&D team at Pep Boys realized that to drive outstanding employee engagement outcomes across their organization, their managers needed people skills—communication, delegation, and coaching—skills that many of their new leaders had never practiced before.
Report: Reimagining L&D Measurement
Data is arguably the most important component of a learning program because it proves the return on investment (ROI). By collecting data and metrics around the success of different initiatives, learning & development departments can demonstrate what we already know; learning is of the utmost importance when it comes to the growth and longevity of…
Continue Reading about Report: Reimagining L&D Measurement →
Report: Three Reasons Why Realism Is Overrated
Nathan Kracklauer, Abilitie chief research officer, outlines the dangers of excessive realism in simulation design and the negative impact it has on learning outcomes. To generate learning impact, how closely does a simulated environment need to resemble reality? It’s a question we’ve wrestled with often over the last two decades as we’ve designed learning simulations…
Continue Reading about Report: Three Reasons Why Realism Is Overrated →
Building Business Impact Throughout the Organization at Holcim
Holcim looks back on integrating Abilitie’s Business Challenge into their Early Career Leadership Program (ECLP) with the goal of growing Holcim’s executive pipeline. Traditionally delivered as a blended program, COVID-19 required a shift to a virtual delivery, which called for agility and scalability.
Continue Reading about Building Business Impact Throughout the Organization at Holcim →
AMD Case Study
AMD reflects on the integration of the Managers’ Leadership Experience (MLE) Program and Abilitie’s Enterprise Challenge to meet their leadership development needs for their mid to senior level leaders. On the heels of a successful turnaround led by AMD’s new CEO Lisa Su, AMD set its sights on finding a strategic way to invest in its people. The primary goal was to ensure that its leadership pipeline remained strong as AMD’s projected rapid growth loomed.
Nokia Case Study
Nokia reflects on using the Adaptable Leader Program and its success with return on investment for their needs. Through the years of rapid and continual changes to their industry, both Nokia and one of its joint venture parents, NSN, had suffered years of sustained losses. In order to execute the high-stakes turnaround they would need to evolve their company, Nokia would need to make changes and fast.
