Apple Inc. is an American multinational technology company headquartered in Cupertino, California. It is considered one of the Big Five American information technology companies, alongside Alphabet (parent company of Google), Amazon, Meta, and Microsoft.
Apple was founded as Apple Computer Company on April 1, 1976, by Steve Wozniak, Steve Jobs and Ronald Wayne to develop and sell Wozniak's Apple I personal computer. It was incorporated by Jobs and Wozniak as Apple Computer, Inc. in 1977.
Apple has been consistently ranked as one of the world's most valuable brands.
Recognizing the need for a robust leadership development initiative, Apple Asia-Pacific Contact Center faced the challenge of cultivating a leadership bench that aligned seamlessly with the company's values and goals.
The absence of a tailored development program for existing and upcoming mid-level managers presented a gap in leadership capabilities within the dynamic and diverse contact center environment. It also created barriers to promotion into leadership positions for the organization's high-potential talents.
In response to this challenge, I spearheaded the creation of the "Leadership Development Program" (aka LDP). This collaborative project involved co-creating, launching, and delivering a comprehensive leadership development journey to the selected group of mid-level managers and high-potential employees in close partnership with the senior leadership team at Apple Asia-Pacific center.
Through in-depth discussions and needs assessments, we identified key areas for leadership growth and framed a program that seamlessly integrated Apple's unique leadership principles and people management best practices.
Our mission was to arm managers with the skills to expertly navigate the dynamic retail contact center landscape, fostering high-performing teams and cultivating an environment where employees are not just engaged, but thriving.
In my role, I took on the conception, design, and implementation of a leadership development program. I integrated the responsibilities of a project manager, instructional designer, and key facilitator, ensuring a cohesive and effective execution of the project.
I've collaborated closely with the senior leadership team, as well as the managers on the Sales, Customer Service, and Operations teams who owned the program for their respective teams. These key partners helped to provide practical insights into the manager's development needs and shaped the content of the program, as well as ensured successful execution.
This was a truly collaborative effort, where the project team navigated the complexities of leadership development, co-creating a transformative initiative that not only addressed the leadership capabilities gaps but also boosted the manager's engagement within the organization.
We began with a thorough needs assessment, delving into the unique challenges faced by managers in the Apple Asia-Pacific Retail Contact Center. This informed the development of a curriculum that blended the latest insights from leadership research with practical applications tailored to the realities of the organisational environment.
A collaborative framework was established with the senior leadership team and program owners, ensuring their valuable insights and vision were integrated into every phase of the program.
The delivery phase incorporated a mix of workshops, roundtable sessions with the leadership team, and experiential learning, creating a well-rounded and immersive experience for participants.
We've built and launched a program that guided the participants through 3 stages on their leadership development journey: 'Leading Yourself', 'Leading Your Team', and 'Leading The Organization'. The curriculum, a blend of cutting-edge leadership theories and practical scenarios, aimed to equip the participants with the skills necessary to navigate the intricacies of the retail contact center business and people landscape.
The program duration was 6-9 months (depending on the cohort), and the main focus was on face-to-face sessions, where participants gathered together and learned about leadership best practices and frameworks, as well as solved real-world business challenges relevant to their day-to-day work.
The learning sessions were held typically once a month, and the participants had to work on some follow-up assignments between the sessions.
Continuous feedback loops were implemented, allowing for iterative improvements for each subsequent cohort, and ensuring the program's ongoing relevance and effectiveness.
In total, 3 cohorts of managers and high-potential talents completed the program over the course of 2 years (2014 - 2016). Around 50 participants graduated from the program. As a result of this leadership development intervention, a large number of program graduates received promotions into more senior positions within 3 - 6 months after completing the training.
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