bts-sodexo-leadership-case-study by qihao0824


									How a CEO Inspired a New Business by Taking
People Out of Their Comfort Zone


A Fast Start and Rapid                        its clients. The mandate: design, manage
Expansion                                     and deliver comprehensive quality-of-life
Does a spectacular growth curve have to       service solutions. The company’s new
                                                                                                placed at the
level off? For Sodexo, executive develop-     strategic goal: to become a provider of           heart of the
ment is one key to keeping the company        value-added solutions for all non-core and        program was
on the rise. Founded in 1966 in Marseilles,   near-core activities within client busi-
Sodexo started fast and never looked          nesses. Its redefined mission: to improve
                                                                                                a customized,
back, earning its place among the world’s     the quality of daily life for all the people it   competitive
largest companies in barely four decades      serves, delivering a unique mix of services       simulation
of remarkably rapid expansion. It has         to the client’s consumers not just on-site,
                                                                                                —built to
become the seventh largest European           but off-site and in their personal lives as
employer and the 22nd largest world-          well. “We are inventing a new business,”
wide, with 380,000 employees and sales        declared CEO Michel Landel.                       and test
of over €15 billion in 80 countries.                                                            participants’
                                              Taking cues from the needs of Sodexo
Ranked third among the world’s out-           clients and clients’ customers to capture
sourcing companies by the International       growing market opportunities, the new             application
Association of Outsourcing Professionals,     strategy challenged the company’s 300             of the newly
Sodexo had built its success mainly as        Group Senior Leaders worldwide to push
an on-site provider of food services for      beyond their traditional comfort zone as a
large corporate clients as well as schools,   food-and-facilities management services
hospitals and entertainment venues.           provider with thriving but essentially
But by 2005, top management saw the           isolated service components. Sodexo’s
company’s future reaching beyond its          learning and development organization
beginnings in food services.                  turned its attention to the next level down
                                              in the organization. The goal: engage this
The Challenge: Taking Leaders                 critical population of 1,000 senior man-
Beyond Their Comfort Zone                     agers around the world, demonstrate to
To insure continuing growth, Sodexo           them the value of Sodexo’s ambitious new
staked a claim to a whole new marketplace     strategy, and show them how to make that
of its own creation, not just by expand-      strategy into reality by building a unique
ing the scope of its offerings, but also by   offering based on 100% complementary
becoming a strategic partner in the eyes of   on-site service and motivation solutions.

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                        How a CEO Inspired a New Business by
                        Taking People Out of Their Comfort Zone
  The                   The Tranformation: a CLIMB                     It was a considerable cultural leap for the
                        to Next-Generation                             vast majority of CLIMB participants, but
  company’s             Performance                                    the gamble has certainly paid off. “For
  new                   Execs in charge of Sodexo’s learning and       most of our senior executives this blended
  strategic             training resources set the target of inspir-   global learning approach was very new,”
                        ing this highly diverse community of lead-     says Maria Outters, VP of Senior Executive
  goal: to
                        ers to “own” the new strategy in just two      Development and HR Development at So-
  become a              years. That challenging time span made it      dexo. And proving that nothing succeeds
  provider of           clear that the usual training and develop-     like success, CLIMB’s effectiveness has fu-
  value-added           ment methods would not suffice. So the         eled a new generation of advanced train-
                        Sodexo Management Institute designed           ing tools at Sodexo. “It gave us a global
  solutions             a sophisticated development initia-            success in distance learning, enabling
  for all non-          tive called CLIMB (Change, Leadership,         us to drive the deployment of more new
  core and              IMplementation, Behaviors), then worked        learning technology and blended learning
                        with BTS to develop new techniques that        around the world for our managers.”
                        would bring CLIMB to life.
  activities                                                           The Future of Sodexo
  within client         The finished program architecture em-          Sodexo’s growth curve continues to rise,
  businesses.           ployed the Group Senior Leader com-            and milestone after milestone proves that
                        munity in a key delivery role and included     CLIMB is working. Self-assessments are
                        e-learning curricula, self-assessments,        providing even more specific information
                        peer coaching, virtual team assignments,       on the program’s results: In initial feedback,
                        face-to-face sessions and international        84 percent of the participants ranked their
                        virtual meetings. Strategically placed at      learning experience as “highly effective” for
                        the heart of the program was a cus-            their development and increased under-
                        tomized, competitive simulation called         standing of the new strategy. Engagement
                        VirtuoSo—built to integrate and test           has increased by seven points overall
                        participants’ successful application of the    for those senior leaders who have been
                        newly acquired knowledge.                      through the program compared to those
                                                                       that have not, and executive learners have
                                                                       shown strong support for the new training
                                                                       methodology. This wholehearted adoption
                                                                       of blended and distance learning will be
                                                                       key to the company’s continued growth.

                                                                       BTS, the global leader in accelerating strategic
                                                                       alignment and execution, innovates how
                                                                       organizations learn, change and improve.
                                                                       Founded in 1986 and serving over 400 clients
                                                                       worldwide, BTS is publically traded company
                                                                       with more than 25 offices in 18 countries.

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