Tuck Global Leadership 2030 Program alumnus and Deere & Co. Director of Supply Management Operations, Dr. Heinrich Steins, recently shared his perspectives on Accelerating Deere’s Growth in RDEs with German corporate learning and development leaders. At the Handelsblatt Executive Education Congress and Fair, held at the Manheim School of Business in early November 2011, Dr. Steins offered reflections on his experience in the three-module program which incorporates an executive team-sponsored action-learning project.
He said, “You Can’t Google Culture”—i.e., internet searches won’t do it; you have to experience it. This was an insight that sparked interest from the heads of leadership development who were in attendance. Dr. Steins brought the idea to life as he described his immersion in the nine-month learning experience that brought the Deere team to modules at Tuck and on field visits in and around Chennai, India and Shanghai, China.
The value of the consortium concept was also a point of curiosity in conversations I had with learning professionals at the fair. But understanding Tuck’s “Unique Selling Proposition” (USP) was more the focus of our discussions than looking deeper at open vs. custom or consortia; representatives from the German corporations were looking to better understand our overall capabilities for leadership development across all learning models. Clark Callahan recently wrote in Poets & Quants about “A New Era for Open Enrollment Programs,” highlighting that capability.
My recent experience meeting with leadership and talent management folks in Germany and elsewhere in Europe suggests that corporations aren’t focused on just one approach, but are taking a fresh look at how Tuck’s full executive education portfolio of open, custom, and consortium programs can be integrated and leveraged to address their leadership development priorities.