High turnover at the entry level (58%) was negatively impacting FLEETCOR's productivity and employee morale, causing an inconsistent on-boarding process across geographic locations, and creating mentality-of-practice silos.
The topline goal was to design and implement a consistently engaging and effective onboarding process for all locations that would positively impact retention and productivity.
CIO’s succession strategy created a desire to prepare 150 mid-level people leaders to embrace and embody skills for next-level leadership.
Specific goals included team performance improvement, leadership skills training for IHG's established and emerging leaders, and building more trust and collaboration to improve effectiveness, accountability, and overall business performance.
Considering the rapidly evolving context confirmed by the Information Security division at Turner, the CISO desired to develop a deep bench of talented leaders focused on delivering complex initiatives collaboratively across the company.
Turner needed their emerging leaders within the Global Technology & Operations Information Security Office (ISO) to move from a purely technical skills and tactical mindset to one of enhanced communication and people skills.
After Silverpop was acquired by IBM, the Senior Director of Marketing Operations and her team were charged with an audacious goal of accelerated growth while navigating a larger more complex company.
The team was challenged to deliver timely solutions and align business imperatives to this new, cutting-edge marketing operations platform and services across all of the IBM organization.