In a time of constant change, management development is taking on a new, central importance. Traditional training courses are no longer sufficient to meet the challenges of a digitalised and globalised working world. The "Rethinking leadership development!" approach raises the question: How can sustainable impetus be provided for leaders that goes beyond the mere transfer of knowledge? Companies today are faced with the task of designing development concepts that focus on individuality, practical relevance and continuous learning processes. Here we take a look behind the scenes of successful methods and show what a modern development programme can look like.
Management development as a strategic success factor
Those who view management development as merely a "nice-to-have" are failing to recognise its central role in the company's success. At its core, it is about systematically recognising, promoting and retaining potential - and thus ensuring the future viability of the company. An example from the automotive industry shows how leading manufacturers are specifically focussing on hybrid learning models that combine face-to-face events with digital platforms[1]. This equips managers to actively manage change and drive innovation. 360-degree feedback, as used by automotive supplier Daimler, for example, also helps to visualise strengths and areas for development from different perspectives[2].
However, management development does not have to be limited to large corporations. Medium-sized companies can also benefit if they specifically identify junior staff, promote talent and prepare them for new tasks with targeted programmes. Deutsche Bank, for example, relies on long-term succession planning to ensure management continuity[2]. Such approaches show: Those who invest early on create stable structures for the company's success.
For development to be effective, programmes must be tailored to the specific needs of the organisation and the industry. Siemens, for example, uses blended learning approaches in which face-to-face and online formats complement each other[1]. The combination of traditional seminars, e-learning and practical projects ensures a sustainable learning effect and promotes acceptance among participants.
In addition to tried-and-tested approaches, innovative formats such as action learning are becoming increasingly important. Here, managers solve real, company-specific challenges in small teams - so development does not take place in an ivory tower, but directly on the pulse of the company. Lufthansa has had good experiences with action learning because participants can apply their skills directly in their day-to-day work[2].
Concrete building blocks for a modern development programme
Those who rethink leadership development rely on a mix of different methods. Sustainable development can only succeed if different learning preferences and requirements are taken into account[10]. A good development plan is created in dialogue between HR and specialist departments, is geared towards the company's strategic goals and defines milestones for implementation[5].
Individual development plans as the centrepiece
The first step towards successful management development is to analyse the initial situation. Who should be promoted? What competences will be required in the future? What changes need to be made? These questions are used to derive individual development plans that define goals, time frames and specific measures for each participant[9].
A practical example: an international technology group worked with us to design a development programme for middle managers. The aim was to strengthen change competences and improve networking across locations.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a programme lasting several months, participants were specifically prepared for new management tasks. The mix of individual coaching, group work and practical projects led to the managers taking a close look at their strengths and areas for development. In addition, regular reflection sessions were established in which participants could openly share their experiences and challenges. The feedback from the managers was consistently positive: they felt better equipped to actively shape change and reported a noticeable increase in their team spirit. Their loyalty to the company demonstrably increased because the investment in personal development was perceived as being valued.
Innovative learning formats combine theory and practice
Pure knowledge transfer in traditional seminars is no longer sufficient today[14]. Instead, blended learning programmes that combine face-to-face formats, digital modules and practical projects are gaining in importance[10]. This allows managers to learn flexibly and test new knowledge directly in their day-to-day work. Another practical example from the mechanical engineering industry shows how job rotation can open up new perspectives and promote cross-company thinking[12].
Coaching and mentoring complement such programmes in a meaningful way: experienced managers accompany young talent, provide feedback and support with critical decisions. An automotive manufacturer has also shown that a structured mentoring programme significantly increases the loyalty of managers and promotes the transfer of experience in the long term[12].
Another example of innovative management development comes from the logistics sector: a leadership programme was established here in which participants work on real process optimisation projects in small teams. The results were implemented directly in day-to-day business and led to measurable improvements. At the same time, the managers grew with the tasks set and developed new problem-solving skills.
Measurability and further development: How effective are the programmes?
Measuring success is a central component of modern management development programmes. Only those who evaluate regularly can make targeted adjustments and ensure the further development of the programmes[9]. There are many different methods: in addition to feedback surveys of participants and their teams, quantitative indicators such as staff turnover rates, promotions or the number of key positions successfully filled are also useful.
An example from the chemical industry shows how continuous support and regular target reviews ensure the success of the measures. A digital learning and reflection tool was introduced here that documents the development steps and promotes dialogue between managers. The participants appreciated the transparency and the opportunity to actively shape their own progress.
Transruption coaching as a source of inspiration
In our work as systemic consultants, we provide companies with targeted support for leadership development projects. The focus is on discovering individual potential, initiating development processes and bringing about sustainable changes in leadership behaviour. The most common topics that clients come to us with are increasing leadership skills during change, promoting diversity & inclusion and developing a sustainable leadership culture.
A concrete example from the healthcare sector: A large clinic was faced with the task of modernising the management structures in nursing management and increasing the proportion of female managers. Together, we developed a programme that specifically addresses the needs of the target group and offers scope for personal development.
BEST PRACTICE with one customer (name hidden due to NDA contract) In an accompanying process lasting several months, both individual and group coaching sessions were held, supplemented by practical leadership tasks and regular reflection sessions. The participants benefited from exchanging experiences, developed more self-confidence in their day-to-day management work and were specifically prepared for future management roles. The results were visible: the number of female managers increased significantly, acceptance of the programme was high and the staff appreciated the investment in personal development. The clinic established the programme on a permanent basis and has since reported an improved management culture and increased employee loyalty.
My analysis
Leadership development is no longer a static process, but a dynamic companion on the path to a sustainable organisation. The examples show: Successful companies rely on customised, practical and continuous development programmes that combine theory and practice. The combination of individual support, blended learning, mentoring and a targeted feedback culture creates lasting effects - and makes managers fit for the challenges of tomorrow.
It is important that development is not viewed in isolation, but is seen as an integral part of the corporate strategy. Only in this way can leadership development realise its full potential and make a lasting contribution to the company's success. Those who invest in innovative concepts today will secure the best minds tomorrow - and create a culture in which managers grow and take on responsibility.
Further links from the text above:
KIROI Step 9: Rethinking leadership development - SAULDIE [1]
Leadership development: Key methods and examples - KAKOII [2]
Leadership development: The guide for HR - Personio [5]
Best practices for leadership development - DDI [10]
Leadership development: Comprehensive guide - Haufe Akademie [12]
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence return on investment here.
Deutsch 
English (UK)