Development Program for Managers
LÄPPLE AG – A strong Group
In the course of its 100-year history since its foundation in 1919, LÄPPLE AG has developed into a globally active medium-sized company and independent supplier of pressed parts, bodyshell components, standard parts and rotary tables, automation solutions as well as a competent partner in the field of bodyshell construction for international premium suppliers to the automotive industry.
- Industries: Mechanical engineering, toolmaking and automotive
- Foundation: 1919
- Employees: 2,500
Outgoing Situation
Goals
The Cooperation
With 170 executives in 17 face-to-face sessions
3 x 2 days, incl. participant management
Integration of the senior management
In all processes via impulse inputs and moderated common leadership dialogs
50 participants in 4 runs in live online sessions
virtual: 4 days + kick-off and virtual fireside evening with board of 2.5 hours, tech checks, hotline, introduction to “How to Teams”
The Result
The program has helped to bring the strategic realignment to the management team and to raise awareness of the need for each individual to be prepared to change. The presence of both the Executive Board and senior management, and the resulting exchanges, made the vision and strategy tangible. For example, it was easier for the participants to identify measures for themselves and their teams for their everyday practice.
Further effects are:
- Establishing and ensuring a “uniform signature” that is expressed in the attitude and behavior of the employees involved
- Expanding and strengthening cross-site, cross-business unit and cross-departmental alignment to overcome purely functional and locally oriented decision making
- Shared understanding of the values that guide behavior – even in critical situations and under pressure
To ensure that other, new executives are also able to address their role and the requirements of leadership when they take on their new role, the continuation of the virtual executive development program is also planned in 2022.
Getting managers on board for the implementation of a climate strategy
Entwicklung eines strategischen Leitbilds und weltweite Involvierung von Führungskräften in eine Nachhaltigkeitskultur.
Established bi-national training team in China
Personnel development of a German-Chinese management team at a German automotive supplier in China and establishment of an internal training center. “Train the Trainer” of the existing training staff in the cultural context.
Qualification and training of Shopfloor Employees
Accompanying the target group during the commissioning of a new plant and the changing production processes. Maintaining the positive corporate culture.
Activly shaping virtual Customer Relations
Development of a digital learning architecture to train sales employees. Intensify customer contacts and improve the virtual communication.
Development of a Virtual Development Center
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Great place to work
Shaping corporate culture as part of “Great place to work”. Implementation in China in Chinese.
Magnetec – Implementation of a global project management system
Agile and classic project management methods: Creating a common understanding. Introduction of a common language for project management according to the PMI standard (Project Management Institute).
Aurubis – International Junior Management Program
For executives and experts. Developing and retaining high potentials. How to develop global talents for strategic positions in the organization.