IMD-OWP22-PostEvent-Report-V11[8]

→HowToOptimizeOWPForReal Impact

For example, a global organization based in Europe might have sent a small top team of executives to OWP Lausanne in June and, working with our learning teams, then designed a cohesive continuation of that journey by enrolling a larger group of diverse talent from various international hubs for OWP liVe in September. Areas of importance for the company such as sustainability, inclusion, leadership, wellbeing, innovation, or strategy could be aligned to design thematic learning for the organization or perhaps split across teams to target their specific challenges. Then, a team from its Asian operations or a cohort of executives from outside of Asia could attend OWP Singapore in November to enable greater exposure to face-to-face OWP programming for its Asian leaders or to expose its European leaders to different perspectives.

BUILDING AN OWP JOURNEY FOR IMPACT This “franchise” approach creates a continuous and flexible development pathway that caters to individual and collective needs, tailored according to topics, locations, and learning budgets – all designed tomake sure organizations reap the greatest benefit from the collective expertise and very latest thinking of our faculty and experts.

This is just one simple manifestation of the holistic OWP offering we are developing with clients this year. In essence, this highly- personalized, democratic way of delivering essential business insights creates the opportunity to optimize impact for participants, teams, and organizations, adding greater value and support as we seek to navigate an ever- complex and uncertain world. OWP is no longer just an incredible one- off experience for executive learning: it’s an innovative multi-platform program for continuous executive and organizational transformation that maximizes the scale, reach, and impact of learning.

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