Client Stories

Client need

Safety in the transportation industry has often been treated as a set of rules to follow and boxes to check. But one Spanish railway organization saw an opportunity to redefine safety as something far greater, a core value embedded into the culture of their company at every level.

This bold vision demanded more than compliance. It required a cultural transformation to challenge outdated behaviors, inspire teams, and empower leaders to embrace and model a safety-first mindset. For years, the organization had been working to foster a culture that prioritized protection over profit, setting new behavioral standards across the industry.

To accelerate this shift, the organization partnered with BTS to design a leadership development program that dismantled old practices and equipped leaders with the tools, insights, and behaviors needed to bring their vision to life.

• Deconstruct existing mindsets to enable cohesive change.
• Identify barriers preventing progress.
• Equip leaders with practical behavioral knowledge and tools.

Solution

BTS partnered with the organization to design a leadership journey that would reshape not just processes but perspectives, fostering a workplace where physical and psychological safety were paramount. Over eight months, the project team conducted interviews with leaders and focus groups to uncover critical behavioral insights and tailor the program to the organization’s unique needs.

Participants explored essential themes, including:

• Embedding safety into daily decision-making.
• Cultivating greater awareness of safety risks.
• Understanding the influence of their leadership on safety outcomes.
• Leading by example to set a cultural standard.
• Building trust, commitment, and open communication within their teams.

The program unfolded in three distinct phases to drive lasting behavioral change:

1. Workshop preparation
   Participants began with a self-assessment to uncover personal “safety blind spots” and mind traps. This phase, delivered through a custom online platform, helped leaders reflect on their current practices and prepare for the transformational journey ahead.

3. Safety workshop
   The one-day, immersive workshop was designed to spark deep conversations about safety culture, challenge ingrained mindsets, and equip participants with actionable strategies for change. Leaders engaged in real-world scenarios to explore the implications of their decisions and practice new behaviors. The day concluded with collaborative debrief sessions, leaving participants with practical tools to implement their insights immediately.
4. Implementation in action
   To sustain momentum, the post-workshop phase extended over six months, offering six targeted activities. These activities reinforced key lessons, encouraged team collaboration, and provided ongoing support for integrating safety-first behaviors into daily routines.

The leadership program was delivered to 1500 participants over 66 workshops in seven locations across Spain.

Results

To measure results, the project team created a resource map evaluating progress.  

Average completion rate of Activities One–Three: 57 percent. (One: 78.21%; Two: 53. 01%; Three: 40.57%)

A post-workshop survey was sent to participants, reporting on the following metrics:

• Average satisfaction — 4.7/5.
• Trainer’s evaluation — 4.9/5.
• NPS — 82 percent.
• “Saw improvement in safety alignment” — 93 percent.
• “Integrated safety tools in daily roles” — 82 percent.
• “Identified new initiatives for improving safety” — 77 percent.
• “Mitigated team/peer mind traps” — 93 percent.
• “More aware of risk in daily roles” — 98 percent.
• “Identified a normalized risk to work on” — 92 percent.

Testimonials

• “Many of the methodologies and tools not only help to improve safety but can also be used to improve operational or organizational processes.”

• “It has put us in front of the mirror of how we are today in terms of safety culture, opening our eyes to our development areas. Very participative and practical.”

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Over the years, BTS has expanded its global footprint through thoughtful acquisitions and collaborations, bringing new creative capabilities and local expertise into the fold. From digital design studios to leadership consultancies across Europe, Asia, and the Americas, we’ve built a community that blends shared values with local perspective. That diversity has become one of our greatest strengths, shaping how we design and deliver learning that feels deeply personal everywhere we work.

Whether someone is in a leadership journey in Singapore, a coaching program in São Paulo, or a strategy workshop in Stockholm, the goal is always the same: to make the experience feel like it was made just for them.

Many of those experiences live on Momenta, BTS’s digital experience platform, powering journeys like Coaching, Multipliers, and other core programs.

As those experiences grew, so did the need for nuance. Every journey had to feel local, not just sound translated. Tone, humor, and cultural context have always been central to the BTS approach, and as demand expanded across formats and regions, our translation model was ready for its next evolution.

In early 2024, the team began exploring how AI could help. Rather than treating technology as the destination, we saw it as a catalyst, a way to rethink translation and deliver richer, more customized client experiences at scale. That curiosity sparked one of BTS’s most ambitious AI-first experiments, led by our Global Product Enablement Function team in partnership with our global network of linguists and translators.

Shifting to AI-first

The next step was finding the right place to experiment. Enter Phrase, a cloud-based translation management platform that quickly became our test lab. Phrase brings every part of the translation process into one place, from machine translation engines to human review, terminology management, and workflow tracking. It gives our linguists, designers, and project teams a shared space to collaborate, test ideas, and learn.

Over the next few months, two key discoveries reshaped how we think about translation, and ultimately, how we work.

Key discovery 1: Making AI a teammate

We began with a clear goal: make translation faster and more consistent. Using Phrase, AI handled the first drafts while our linguists refined them. Quickly, we realized there was potential for AI-value that went far beyond speed.  

With AI completing the first 80% of the work in a fraction of the time, our linguists could focus on what matters most: nuance, tone, and cultural resonance. The relationship evolved from oversight to collaboration, AI structured and scaled, humans shaped and elevated.

The result was more than efficiency. It was better work, created by people and technology learning to amplify each other.

Key discovery 2: Turning a roadblock into a redesign

Next came a design challenge. Phrase, like most translation tools, struggled with text embedded in graphics, a hallmark of many BTS learning experiences. Instead of forcing the tool to adapt, we changed how we created.

We began designing with translation in mind: simplifying visuals, reducing text, and using modular components that could flex across languages. The constraint sparked better design, easier to scale, more consistent, and more inclusive for every audience.

Key discovery 3: Integrating systems for scale

With people, AI, and design in sync, the last barrier was process. Managing translations between Phrase and Momenta still required manual effort.

To fix that, we built an API integration linking the two platforms. Now, files move automatically, progress is tracked in real time, and everything stays connected.

That integration turned our workflow into a unified ecosystem, fast, transparent, and ready to scale globally.

Business impact

Just 18 months ago, our translation reviews lived in double-column Word docs. Today, we work in a fully connected, AI-first ecosystem. Each project feeds the next, refining prompts, tone profiles, and design patterns, so our translation process keeps getting faster, smarter, and more aligned with BTS’s voice.

Speed and quality. Translation cycles that once took months now wrap up in weeks, cutting turnaround times by over 40%. Phrase’s tools and AI-powered workflows accelerate production while maintaining quality through expert-approved reuse, glossaries, and automated quality checks. Even complex formats like videos and animations are localized faster, with AI supporting linguists at every step.

Smarter workflows. The integration between Momenta and Phrase automates project transfers and tracking, saving an estimated 2.5 hours per project. Teams across language, digital, and project management now collaborate in one streamlined environment.

Human focus. Our linguists remain the engine of quality and innovation. With AI managing repetitive tasks, they focus on nuance and meaning, and go further by creating specialized GPTs, training databases, and testing translation engines to continually raise the bar.

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A BTS next gen innovation story

When BTS invented business simulations in the 1980s, leadership development was mostly theoretical – case studies, lectures, and frameworks about what good decisions looked like. Simulations changed that. They let leaders learn by doing, stepping into a realistic version of their business to test strategy, make decisions, and see the impact before the stakes were real.

Since then, simulations have evolved from spreadsheets to digital platforms to immersive virtual experiences that capture the complexity of leading in today’s world. Now, large language models and agentic AI are opening a new frontier, one where simulations evolve as fast as the world they reflect and experiential learning scales with the pace of change.

Creating space for exploration

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Test quickly, abandon what doesn’t work, and share what you learn.
– Jessica Skon, CEO, BTS

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A handful of simulation experts were pulled out of their day-to-day work and given the freedom to set their own direction. They had the authority to shape the roadmap and the protection to explore bold ideas without fear of critique. The brief was simple: go figure out what’s possible.

They had cover to fail fast, freedom to explore, and permission to get a little messy. Early wins were interesting but small. AI could draft faster, automate a few things – helpful, sure. Transformative? Not yet.

The breakthrough came when we stopped trying to bolt AI on to what we already did. We rebuilt our simulation platforms, our processes, and tools from the ground up around AI. Suddenly it wasn’t just about micro-gains & efficiencies, the canvas of possibility was much larger.

From experimentation to acceleration

So, we tested. Some tools showed promise, others, not so much. Every experiment taught us something. Each “failure” made us sharper about where AI could actually help, and where it would just get in the way.

What began as small experiments turned into a new way of working, a process and platform working as one.

AI now accelerates the first 80% of the work, the structure, synthesis, and early drafts, freeing BTS consultants to focus on the high-impact moments that drive behavior change: dilemmas, trade-offs, and conversations that build conviction.

Our new AI simulation platform and AI-First development process operationalizes that process:

• Enabling live co-creation and branching edits with clients
• Applying light guardrails for quality and security
• Integrating with enterprise systems for compliance and control

AI accelerates, people transform. That combination is what makes BTS… BTS.

Clients feel the impact in four ways

1. Fast spin-ups for focused needs
   For targeted challenges like coaching a customer conversation, debriefing a safety incident, aligning a sales team, we can now stand up bespoke simulations in days, not weeks. Teams co-create live; scenarios adjust in the room; relevance is immediate.
2. Enterprise simulations for strategy alignment
   For multi-round, high-fidelity simulations, AI accelerates the structure without compromising quality. BTS experts still craft the dilemmas and trade-offs that drive conviction.
3. A broader platform portfolio
   Beyond enterprise simulations, we now support conversational practice, skill drills, workflow redesign, and company or market modeling, helping clients choose the right tool for each need.
4. On-demand, without the risk
   Clients can use our AI platform for self-authored micro-sims, where speed and iteration matter most. Our toolchain scaffolds the flow, enforces guardrails, and keeps quality high.

The best model is flexible: enable where DIY shines, co-build for complex challenges, and experts lead end-to-end when outcomes matter most.

What clients are already seeing

• Weeks to hours: Work that once took six weeks was delivered as a high-fidelity experience in just 13 hours, specific enough to engage a CEO on first pass.
• Lean, agile teams: Projects that required seven consultants now take two, with no loss in quality or impact.
• Live collaboration: Simulations are built with clients, not for them, adjusted in real time during design and delivery.

The result: faster delivery, deeper relevance, and experiences that scale across an enterprise without losing the human touch.

The bigger picture

BTS simulations have always given leaders a safe place to wrestle with real dilemmas. AI hasn’t changed that, it’s expanded the canvas. By rebuilding how we design and deliver simulations, we’ve removed the trade-off between speed and substance.

Focused needs can now be met in days. Complex transformations can move at the pace of business. Clients can engage however they choose, DIY, co-create, or end-to-end, with BTS expertise guiding every step.

We’re still early in this chapter, just like our clients. But the direction is clear: faster, smarter, more scalable experiential learning, anchored in human judgment, strategic alignment, and the craft that defines BTS.

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Client need

A leading global media company, serving audiences in 170+ countries, had built its reputation on delivering high-quality content through a vast network of regional operations. With over 20,000 employees, its business relied on leaders at every level making fast, effective decisions in their markets while staying aligned to global strategy.

The company saw an opportunity to better support new leaders joining the organization globally and seasoned leaders seeking additional development opportunities, focusing on those responsible for bringing strategy to life every day.

To bridge that gap, the company set out to pilot a scalable leadership coaching program focused on:

• Building six leadership capabilities critical to business success
• Creating consistency across regions while respecting cultural and language nuance
• Measuring progress at individual, regional, and organizational levels
• Enabling development that lasts beyond the coaching engagement

The goal: strengthen alignment and elevate leadership impact across North America, Europe, the Middle East, Africa, and the Asia–Pacific region.

Solution

The challenge wasn’t just delivering coaching, it was creating a leadership development system that could work across continents, prove its impact, and adapt to local realities without diluting global priorities.

The company partnered with Sounding Board, a BTS company, to design a pilot that blended human expertise with scaled, tech-enabled insight to meet four imperatives:

• Activating frontline and mid-level leadership – Focused on people leaders who directly shape day-to-day execution and culture.
• Building the capabilities that matter – Six leadership behaviors rooted in the company’s unique culture, values, and strategic operating principles, ensuring development was relevant to how leaders drive success within the organization.
• Ensuring quality at scale – AI-driven matching connected each leader to a coach with relevant industry, regional, and cultural experience.
• Making growth measurable and sustainable – Biweekly coaching reinforced through a digital platform for goal tracking, reflection, and feedback, plus structured manager check-ins to keep progress aligned to business needs.

Scaled coaching gave the company a consistent platform and approach to leadership development, developing leaders in every region to the same leadership expectations and behaviors. Real-time insights surfaced trends in behavior change, engagement, and alignment early enough to adjust the program midstream. The data struck the right balance between consistency and cultural relevance, showing where local adaptations strengthened leadership and where global priorities needed to hold firm.

Results

By the end of the program, leaders across continents were working from the same playbook, speaking a shared leadership language, and working in ways that respected local context and in alignment to how they wanted leaders to show up in the organization. Managers noticed stronger alignment with their direct reports, leaders felt more confident in their roles, and the data showed tangible shifts in the behaviors tied to business success.

Impact at a glance:

• 84% completion rate demonstrated sustained engagement.
• 92% of coachees advanced their development goals, with nearly as many showing measurable improvement in targeted leadership behaviors.
• 84% of coachees and 64% of managers reported stronger alignment in how they approached priorities and collaboration.
• 76% of leaders progressed toward broader career goals, signaling a stronger leadership pipeline.
• 87% satisfaction rate with coaching, reinforced by a 95% coach match success rate.
• 30% of coachees reported increased job satisfaction—critical in a competitive talent market.

What’s next:

The company expanded coaching to 50+ additional team leaders and began planning its rollout to mid-level managers worldwide, confident they have a model that delivers measurable growth, alignment, and cultural agility at scale.

Testimonials

“I have seen [my report] take it to another, more strategic level, particularly as she engages with her senior stakeholder. She spent time reflecting on what she wanted to get out of their first meeting, how to present herself as his new partner, what kind of questions would solicit the most meaningful responses etc.” — Senior Manager

“[My report] increased her capacity to appreciate the views of others and to work to develop them. She expanded her horizons to think outside of her comfort zones and to draw out some fine work from others. She showed improved capacity to help others develop their own ideas, rather than imposing her own on them.” — Senior Manager

“[Coaching] has helped me have a better understanding of where I enjoy working and developing most so I can continue to do so.” — Coachee

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Client need

By 2024, artificial intelligence was transforming how medical devices industry operated, from product design and manufacturing to clinical insight and customer engagement. Competitors were already using AI to shorten development cycles, improve quality, and bring smarter devices to market faster. Startups were pushing the boundaries even further.

For one Fortune 100 global medical devices company, the question wasn’t if they would use AI, but how fast and how deeply they could make it part of the business. Like many organizations in this space, they saw enormous promise, but also the practical challenges that come with scale, regulation, and change.  

The leadership team saw the potential for AI to transform how the business worked, yet progress was uneven. Teams held different views of what AI could do, and early experiments surfaced concerns about data privacy, accuracy, and safety. Many employees weren’t sure how AI fit into their day-to-day work or how to use it responsibly.  

To move forward, the company needed to focus on a few critical shifts:

• Tackling questions and concerns at every level of the organization

• Creating a shared understanding of where and how AI drives value

• Helping leaders translate AI strategy into meaningful action with their teams

That’s where BTS came in.

Solution

To accelerate transformation at scale, BTS designed a phased capability-acceleration program that met leaders where they were, building confidence, speed, and AI fluency across the enterprise through immersive, business-driven experiences.

Tailored by leadership level
From executives shaping enterprise strategy to directors driving operational execution, each audience experienced targeted challenges and decision contexts that made AI real and relevant to their work.

Global alignment
A multilingual, virtual rollout enabled simultaneous engagement of thousands of employees worldwide, ensuring speed, consistency, and measurable impact across regions.

Continuous evolution
Regular refresh cycles kept the experience aligned to the company’s advancing AI maturity, embedding adaptability and readiness as ongoing capabilities.

Wave 1: Executive immersion

Audience: Senior leadership | Format: Live, in-person

The journey started with the top 100 leaders reimagining how AI could power growth and innovation. In an immersive, board-based simulation, executives pressure-tested new business models, explored disruptive use cases, and made high-stakes decisions with AI in real time.

By “taking the future for a test drive,” they moved past abstract discussions and directly experienced how AI could:

• Accelerate time to insight

• Sharpen strategy and decision quality

• Unlock new sources of business and customer value

The group left with a defined vision and roadmap for putting AI to work, where it adds value, how it changes leadership decisions, and what to prioritize first. It also helped leaders address their early concerns about reliability and safety together, building collective confidence to lead the change.

Wave 2: Director activation

Audience: ~300 directors globally | Format: Live workshops

Next came the catalyst for scale. Directors translated the executive vision into practical, measurable action through fast-paced, hands-on simulations built around their toughest business challenges.

They didn’t just learn about AI, they used it. In realistic decision scenarios, directors practiced how to:

• Ask sharper, data-driven questions

• Interpret insights and balance human judgment with machine input

• Identify opportunities to automate, innovate, or reimagine workflows

• Treat AI as a trusted performance partner, not just a technical tool

Each director left with a concrete activation plan, tailored to their function, and the confidence to lead change from the middle.

Wave 3: Global rollout

Audience: ~13,000 employees | Format: Virtual, multilingual, concurrent delivery

Finally, the transformation went enterprise-wide.

Through a high-energy, virtual experience, more than 13,000 employees across all regions and functions built shared confidence and capability to use AI in real work.

The experience made AI tangible for every role, from marketing and R&D to manufacturing and commercial teams. Participants discovered how small, real-world applications could:

• Simplify everyday tasks

• Drive smarter, faster decisions

• Deliver immediate business impact for teams and customers

Results

While quantitative metrics such as revenue impact or cycle-time reduction are still emerging, qualitative outcomes point to faster adoption, stronger engagement, and immediate business applications.

“The session was great. My team was inspired. They quickly got the foundations, and many of them actually went out that night and came back the next day with applications and output that we can put to work almost immediately.” – Senior Vice President of Marketing, September 2024

The momentum continues. BTS and the client are expanding the program into a scalable system for agility that keeps pace with the business. New sessions and scenarios are built into daily work, giving leaders and teams ongoing opportunities to apply AI in real decisions.

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Client need

A leading global aluminum manufacturer faced a pivotal challenge: how to create a unified, empowered workforce in a highly decentralized organization. Each business unit operated autonomously, making it difficult to align global learning with local needs. The company recognized the need for enterprise-wide development programs that supported its business and HR strategies while preserving local flexibility.To meet this challenge, the organization launched a Corporate Learning University—a multi-year initiative to transform its approach to employee development. BTS collaborated with HR and L&D leaders to co-create a comprehensive portfolio of programs tailored to different roles and career stages across the enterprise.SolutionThe transformation began with a clear vision: align learning with strategic outcomes to unify and empower a decentralized workforce. BTS worked with the company to create an impact map linking business priorities—financial performance, safety, and employee engagement—to the behaviors and skills required at each level of the organization.The map established three key learning objectives:Foster unity and collaboration across a decentralized structure.Strengthen business acumen to improve contribution and decision-making.Build a shared leadership identity aligned with company values.Using these objectives as a foundation, BTS and the client designed programs for every stage of the employee journey.For mid-level leaders, a nine-month Leadership Development Program combined two in-depth workshops with an online learning journey:Leading Self: Introduced Liz Wiseman’s Multipliers framework, enabling leaders to expand their teams’ capacity through role-plays and practical exercises.Leading the Business: A three-day custom business simulation where participants acted as CEOs, balancing profitability, safety, and customer satisfaction across simulated fiscal years.The learning ecosystem expanded beyond mid-level management to include:Frontline leader training focused on operational excellence and people management.Executive development sessions designed for senior leaders to strengthen strategic alignment and culture building.By embedding strategy directly into every program, the company built a cohesive, enterprise-wide learning culture that reinforced leadership capability, collaboration, and business impact.ResultsThe co-created programs delivered measurable, strategic outcomes across safety, engagement, and financial performance.Key results included:Financial performance: Optimized production schedules and reduced inventory, improving cash flow.Operational efficiency: Empowered managers to focus on asset utilization and controllable budget items.Cultural transformation: Embedded the Multipliers framework to drive collaboration, daily CapEx reviews, and safety-oriented onboarding for new hires.Leadership excellence: Increased coaching and feedback frequency, improving communication and alignment across teams.These initiatives not only elevated employee engagement but also positioned the company as an industry leader in workplace culture and performance.By integrating business and HR strategy into a unified learning ecosystem, BTS helped the manufacturer achieve its vision of becoming the most exciting place to work and invest—demonstrating the power of tailored, results-driven leadership development.

Client needA global engineering organization with a 170-year legacy of innovation had long thrived by evolving—advancing technology, entering new markets, and solving complex industrial challenges at scale.As the pace of change accelerated—driven by new technologies, shifting customer expectations, and growing sustainability demands—the leadership team faced a critical realization: technical expertise and operational excellence alone were no longer enough. To succeed in a fast-moving world, the company needed a culture rooted in accountability, collaboration, and adaptability.Leaders saw the opportunity to strengthen the bridge between strategy and execution by embedding consistent leadership behaviors across 15,000 employees, four divisions, and 50+ countries. The goal was to weave these behaviors into everyday decision-making, team interactions, and change leadership—preparing the business for its next era of growth.SolutionBTS partnered with the organization to embed this cultural transformation across all levels of the business. The initiative began with a discovery process involving 20+ stakeholder interviews, dozens of employee focus groups, and analysis of culture and engagement data. This uncovered both the organization’s existing strengths and the barriers holding back consistent leadership behaviors.These insights informed a multi-phase transformation journey—starting small, then scaling intentionally. The first step was an immersive, digital-first leadership development experience for a pilot group of 100 senior leaders. Hosted on a custom learning platform, the experience balanced global consistency with local relevance and helped leaders model the culture they sought to create.Key elements included:Immersive learning modules featuring videos, real-world simulations, and interactive exercises based on the company’s business context.Instructor-led workshops emphasizing high-impact behaviors, change leadership, and collaboration—creating a clear connection between strategy and execution.Peer pods and action labs that encouraged accountability, community, and the practical application of new habits.Activation tools such as behavioral dictionaries, meeting-in-a-box resources, and ambassador toolkits to help cascade the culture shift throughout the business.To ensure momentum, selected pilot participants were trained as internal facilitators—empowering them to lead sessions, coach peers, and champion the desired culture from within.ResultsThe program gained rapid traction, sparking a shift toward shared accountability and adaptive leadership.Leaders reported:High engagement and relevance of the experience (average score: 3.63 / 4)Strong facilitation and safe spaces for reflection (3.81 / 4)Clearer understanding and application of desired leadership behaviors (3.61 / 4)Follow-up engagement surveys showed that the new leadership behaviors ranked among the top five most recognized organizational shifts, signaling early success in the transformation effort.The organization continues to invest in expanding the initiative, viewing an adaptive, behavior-led culture not as a one-time project but as an enduring capability for navigating complexity and driving long-term success.

Client needNufarm is a global crop protection and seed technologies company helping farmers and businesses meet the challenges of food, feed, fiber, and fuel production. The company leverages agility, capabilities, and partnerships to help customers succeed in a rapidly changing world.Commercial Excellence was identified as a core driver of value for both customers and shareholders, ensuring that Nufarm’s commercial teams developed the right capabilities for today and the future.To strengthen this focus, Nufarm partnered with BTS to create a Commercial Capability Framework — a comprehensive, global platform designed to enhance capability development and deepen customer insights. The goal: to empower teams to deliver consistent, high-impact results while driving stronger customer engagement.SolutionBTS designed and delivered the Commercial Capability Framework through a structured, multi-modular program involving approximately 500 commercial professionals across North America, Europe, and APAC. Tailored to diverse roles, it offered specific learning paths for leaders and field teams in sales, marketing, and customer service.The framework featured six core modules — Sales Excellence, Sales Leadership, Business Acumen, Key Account Management (KAM), Campaign Management, and Pricing — each localized into multiple languages. This ensured a global standard while allowing flexibility for regional markets.Key elements included:Interactive business simulation:A custom Go-To-Market (GTM) simulation where leaders tested strategic and operational decision-making in a risk-free setting. Participants evaluated GTM strategies, analyzed financial metrics, and created actionable, market-specific plans that balanced short-term wins with long-term growth.Leadership coaching program:Aimed at commercial leaders, this initiative developed coaching and communication skills through workshops, one-on-one, and peer learning sessions. It emphasized active listening, empathy, and strategic dialogue to foster cultural and behavioral change.E-learning modules:Short, interactive modules reinforced a shared commercial language and provided easy, on-demand access for new and existing employees. Video scenarios and quizzes offered real-time feedback, while participant data informed continuous improvement.Strategic conversations program:Designed for sales and account managers to elevate customer dialogue quality. Using AI-supported feedback, participants practiced balancing operational discussions with high-value strategic conversations. The program will expand to other commercial roles to increase alignment.The rollout aligned with Nufarm’s fiscal planning cycle, allowing teams to immediately apply learnings to annual strategic kickoffs. Regional capability leads localized delivery to ensure strong engagement and relevance.ResultsEach phase was evaluated using Kirkpatrick’s Four Levels of Evaluation, measuring satisfaction, learning outcomes, behavioral shifts, and business impact. Ongoing feedback drove iterative improvement and ensured alignment with company strategy.Key outcomes:Enhanced commercial and leadership capabilitiesGreater consistency in customer engagement and sales processesActionable, regionally adapted strategiesThrough its partnership with BTS, Nufarm not only strengthened commercial excellence but also empowered its teams to deliver on its brand promise of “Evolving Ag.”

Client needA global medical-device company with over 53,000 employees recognized the need to build its talent pipeline and create future-ready capabilities by preparing senior managers for advanced leadership roles. Many had strong technical skills but lacked self-awareness, relationship-building, enterprise thinking, and business & financial acumen. A siloed structure also limited knowledge sharing, restricting growth and talent mobility.To drive strategy—launching innovative devices that transform patient care, advancing corporate responsibility commitments, and achieving ambitious revenue targets—the organization needed greater talent mobility, stronger cross-functional collaboration, and new capabilities.A redesigned programThe company partnered with BTS to redesign its leadership program for high-potential managers, informed by HR leaders, stakeholders, and past participants. The new initiative focused on five core areas:1. Increased self-awareness to identify leadership strengths and opportunities2. Coaching and delegation skills to develop team growth and performance3. Strategic and enterprise thinking for informed, big-picture decisions4. Collaborative leadership to build strong cross-functional relationships5. Financial and business acumen to connect work to outcomes and value creationLaunched in 2021, the eight-month program combined two primary modules—leadership immersion and business immersion—integrating 1:1 coaching and peer collaboration to connect learning with real-world application.SolutionParticipants engaged in two customized simulations:* Leadership simulation: practice for pivotal leadership moments, strengthening presence, influence, and inclusive leadership.* Business simulation: participants acted as the C-suite, running the business over three years to drive profitable growth while balancing internal and external stakeholder expectations.Program phases:* Kick-off and assessment: senior leader sponsorship, 360 feedback, and coaching to shape individual development plans.* Leadership simulation: two half-day virtual sessions to define and practice effective behaviors.* Business simulation: four half-day virtual sessions to build enterprise thinking and business acumen.* Go-do experiments: on-the-job application to reinforce key skills.* Executive panel and coaching: exposure to diverse leader perspectives and refined coaching approaches.* Program conclusion: celebratory wrap-up to share insights and build cross-division connections.ResultsThe program accelerated readiness for future roles. Survey of 187 graduates (2022–2023) showed:* 94% increased self-awareness of strengths and development needs* 95% enhanced strategic thinking capabilities* 93% became more inclusive leaders* 88% made measurable progress on development goals* 79% improved coaching and feedback skillsParticipant insight: “The simulations provided me with a new perspective on decision-making. I now understand the importance of cross-functional collaboration and how it influences outcomes across the company.”

Client needThe energy industry is undergoing a seismic shift. While demand for oil and gas remains strong, the pressure to move toward more sustainable, low-carbon solutions is intensifying. Investors, regulators, and customers are no longer asking if energy companies will evolve—they’re asking how fast.For one global oil and gas company, the message was clear: the future could not be postponed. To compete—and lead—they needed to reinvent how the business worked while continuing to deliver results today.They committed to three urgent goals:* Boost business results in an increasingly volatile market Rising geopolitical tensions and market fluctuations had made financial resilience a top priority. The company needed to protect short-term performance without slowing long-term transformation.* Grow revenue from low-carbon and non-traditional businesses The energy landscape is shifting. The company had to accelerate innovation and build new revenue streams to stay relevant as global demand evolves.* Achieve net-zero carbon emissions Net-zero had become more than a climate commitment—it was a requirement for credibility and continued license to operate.Each goal reflected a broader truth: transformation wasn’t a future project for a small team. It had to happen now, across the business, and especially at the front line.Frontline Managers were identified as the critical force to make that happen. These leaders oversee the people, operations, and decisions that drive day-to-day impact. But they were being asked to do something new: lead through complexity, align their teams around change, and deliver both performance and progress.To make that possible, the company turned to BTS—partnering to equip Frontline Managers with the skills, confidence, and mindset to lead the energy transition from within.SolutionTo turn strategy into action, the company partnered with BTS to design a four-month leadership journey tailored to one goal: empowering Frontline Managers to lead the energy transition—while delivering on today’s business needs.The program focused on building the capabilities these leaders needed most:* Operational acumen to drive performance and efficiency* Leadership presence to inspire teams and manage through uncertainty* Ownership of sustainability goals—not as an add-on, but as part of everyday decision-making* Communication and collaboration skills to align cross-functional effortsTo ensure relevance, BTS conducted in-depth interviews with leaders across the business. These insights shaped a high-impact experience that blended digital learning, in-person workshops, and real-world application.The journey included:* Self-assessments to surface strengths, gaps, and set individual goals* A custom digital platform for on-demand learning, peer discussions, and progress tracking* Live kickoff session to align on the company’s sustainability strategy and what it demanded of leaders* In-person and virtual workshops focused on influence, decision-making, and leading through complexity* A gamified business simulation where teams tackled realistic sustainability tradeoffs in a dynamic, risk-reward environment* Multiple customized self-paced learning modules to reinforce concepts in flexible, scalable ways* On-the-job ‘Go-Dos’—practical leadership actions supported by coaching to drive daily impact* A culminating face-to-face session with senior leaders to reflect, celebrate progress, and sustain momentumThis immersive, behavior-focused approach ensured that Frontline Managers didn’t just learn about sustainability leadership—they practiced it, owned it, and brought it to life in their roles.ResultsWhat started as a leadership program became a catalyst for culture change—activating thousands of leaders to drive the company’s transformation from the ground up.* Scale: More than 1,500 frontline leaders nominated for this journey* Engagement: 96% of participants completed the journey* Execution: 96% Go-Do completion rate—showing strong follow-through on application of learnings from the workshops into real-world actions* Satisfaction: Overall rating of 4.45/5 and a Net Promoter Score of 73One of the most immediate shifts? Communication. Participants repeatedly cited improved connection and alignment with their teams as a critical outcome:“The workshops made communication with my team smoother—I now understand their styles better.”“Recognizing different communication styles improves strategic thinking and teamwork.”By investing in the people closest to the work, the company is proving that meaningful transformation doesn’t start at the top—it scales from the center. And with each cohort, they’re not just talking about change. They’re leading it.

Client needA prominent health and wellness company was experiencing inconsistent conversion rates across its sales teams. Despite their recent investment in a new, robust sales playbook, the rollout fell short of expectations. Many sales reps struggled to adhere to the playbook’s best practices, resulting in missed opportunities and an overall decline in conversions. With an upcoming large-scale marketing campaign, the organization expected a surge in new leads. However, they knew that without alignment to the playbook, sales reps would continue to miss key conversion opportunities, effectively wasting precious leads.The company recognized the importance of having a clear, consistent sales approach to convert leads into loyal customers, especially with the anticipated spike in lead flow. This meant they needed a solution to overcome three key challenges:1. Playbook adherence: Sales reps needed to follow the playbook consistently, but they were often missing steps or struggling to integrate the new approach into their conversations.2. Actionable feedback: To improve, reps needed immediate, actionable insights into their performance. Without clear feedback, adherence to the playbook remained low, as reps lacked a structured way to course-correct.3. Managerial support: Sales managers were stretched thin, spending hours each week manually reviewing calls and trying to coach reps on playbook adherence. They needed a way to identify team members who required the most help and offer them targeted coaching based on real data.With these needs identified, the company sought a partner who could not only provide a technical solution but also understood the nuances of sales behavior. That’s when they turned to BTS.SolutionBTS introduced Verity, an AI-driven sales coaching tool, designed to enhance the company’s sales processes by driving playbook adherence and offering real-time, data-backed insights. Verity was customized to align seamlessly with the company’s unique sales goals and processes, effectively bridging the gap between strategy and execution.Here’s how Verity transformed the company’s approach to sales:* Integrated sales playbook: Verity didn’t just digitize the playbook; it embedded its core principles into every sales interaction. By doing so, Verity reinforced the intended sales behaviors, turning each sales call into a training opportunity that helped reps internalize the playbook’s methodology over time.* Automated call scoring with Zoom integration: With Verity integrated directly into Zoom, every sales call was automatically recorded and analyzed. Verity scored each call objectively based on adherence to the playbook’s guidelines. By removing human bias, Verity provided the company with a clear, consistent picture of who was following the playbook and who wasn’t, allowing leaders to track adherence at a glance.* Real-time, actionable feedback: After each call, Verity offered immediate feedback tailored to the rep’s performance. This feedback included specific examples of what went well and highlighted areas for improvement, making it easier for reps to correct their approach on the next call. This real-time coaching helped sales reps adopt best practices faster than they would have through traditional methods.* Customized weekly coaching reports for managers: Rather than spending hours manually reviewing calls, sales managers received Verity’s weekly coaching reports, which provided a detailed breakdown of each rep’s strengths and areas for improvement. With this data, managers could spend their time more effectively, focusing on the reps who needed the most help and delivering highly targeted coaching that addressed specific skills gaps. By tailoring coaching based on data-driven insights, managers were able to drive performance improvements across their teams.* Leadership dashboards for strategic oversight: Verity’s leadership dashboards provided a comprehensive view of the entire sales team’s performance, allowing senior leaders to monitor adherence trends over time, identify potential roadblocks, and allocate resources to support teams where needed. With these insights, leaders could ensure that sales practices were consistently aligned with the company’s overall growth strategy, setting the stage for sustainable success.ResultsAfter just 90 days, the impact of BTS Verity was clear. The company saw a transformation in both sales rep behavior and conversion outcomes:* 39% increase in playbook adherence: Sales reps were consistently following the playbook, leading to a more uniform sales approach and improved customer experiences.* 7% increase in conversion rates: With better adherence, the company saw a meaningful uptick in conversions. More leads were moving through the funnel, ultimately converting to paying customers, capturing previously missed opportunities.* 26 hours saved per manager per month: By automating call scoring and providing data-driven coaching reports, Verity saved managers time, allowing them to focus on higher-value activities, such as strategic coaching and team development.With Verity, the company’s sales teams gained the support they needed to consistently execute the sales playbook, ensuring that every sales call adhered to the proven strategies that drive results. This structured approach not only improved sales performance but also enhanced the company’s readiness for future marketing campaigns, as leaders could now be confident that the increased lead flow would be handled with precision and consistency.ConclusionThe implementation of BTS Verity marked a pivotal moment for the company. By embedding AI-driven coaching into the sales process, BTS empowered sales reps and managers alike to deliver a consistent, high-quality sales experience. With measurable results—such as increased conversions and time savings—BTS Verity proved to be a vital tool in transforming the company’s approach to sales and setting the foundation for long-term growth. Moving forward, the company is well-equipped to leverage its newfound sales efficiency and capitalize on future growth opportunities.

Client needAfter a period of rapid revenue expansion, a global leader in children’s toys and entertainment set its sights on an even bolder growth trajectory.But the landscape was shifting. Rising volatility meant consumer trends were evolving faster than ever. New competitors—from traditional toy companies to tech-driven entertainment platforms—were redefining the market. In this faster, more complex environment, leadership approaches built for scale and efficiency were no longer enough on their own. Leaders would need to add new skills to their arsenals: adapting quickly, collaborating across divisions, and innovating while protecting the brand trust and cultural “secret sauce” that had fueled the company’s rise.The executive team recognized the moment: future success depended on evolving leadership mindsets and capabilities to meet a new kind of challenge.To help drive this shift, the company turned to BTS to co-create a leadership program that would inspire and enable leaders to embrace a growth mindset, adopt new behaviors, and empower their teams—all while preserving the strengths that made them a global leader.SolutionTo build the leadership capabilities needed for the future, BTS partnered closely with the client to understand the organization's evolving needs. Through in-depth interviews with leaders across the business, the teams uncovered a nuanced landscape:* Some long-tenured leaders were deeply rooted in traditional ways of working, making it harder to shift long-established habits.* Many newer leaders were energized by the opportunity for change and eager to accelerate new ways of collaborating and innovating.* Across the organization, there was growing recognition that future success would require building on the company’s strengths while adding new leadership skills—particularly around adaptability, cross-division collaboration, and innovation.Working together, BTS and the client co-created a two-day, in-person leadership summit that blended experiential learning, team activities, and self-reflection. The experience helped leaders expand their ability to:* Lead with an enterprise-wide mindset* Influence across organizational boundaries* Empower others and avoid behaviors that unintentionally stifle growth* Foster a culture of open feedback and ownership* Model exceptional leadership in high-stakes moments* Make decisions that balance shareholder, customer, and employee needs* Collaborate across divisions to drive innovationCentral to the summit was a session titled “Embrace, Let Go, Preserve,” which guided leaders through a reflection on the company’s strengths, pinpointed behaviors hindering progress, and highlighted key shifts required for future success. Through this exercise, the group developed an “Embrace, Let Go, Preserve” master list—and a practical implementation plan to integrate the best of their traditional culture with modern, growth-oriented practices.The summit also included a custom simulation, where leaders—working in diverse teams—competed by navigating complex, real-world scenarios and deciding on the best course of action. This gamified experience tested and strengthened their leadership capabilities. BTS facilitators provided real-time feedback, underscoring the key leadership behaviors needed for impact in critical moments.Participants also explored the concepts from Liz Wiseman’s Multipliers, actively practicing behaviors that amplify individual and team potential. They developed personal action plans to integrate these behaviors into their roles and were paired with peer partners to help drive accountability and sustain momentum.ResultsThe program achieved significant and far-reaching impact, with 95% of VPs and above, and 88% of Directors and Senior Directors completing the program. In post-program assessments, participants reflected on how the training had influenced their leadership style:* 99% reported changing the way they lead.* 73% said they had implemented all or most of their leadership action plans.* 70% were actively sharing what they had learned with their teams.In addition, improved employee engagement scores demonstrated that the shifts in leadership mindsets and behaviors were cascading through the organization. Employee feedback further underscored this impact:* 92% agreed that “My manager treats people with respect.”* 88% agreed that “My manager cares about me as a person.”* 85% agreed that “My manager models our values.”The success of this program has inspired the company to expand its reach, implementing a similar initiative for mid-level leaders and introducing an advanced offering to deepen the leadership capabilities of its VPs and Directors. This strategic investment in leadership development is not only positioning the company to navigate a rapidly changing market, but also ensuring it remains agile, responsive, and resilient. By strengthening leadership at all levels and building a robust pipeline of future-ready leaders, the organization is establishing the bench strength and foundational capabilities needed for sustained success in an ever-evolving business landscape.

Client need

The snack industry is undergoing a profound shift. Changing consumer preferences, increased focus on sustainability, and the dominance of digital engagement are transforming how brands operate. For a leading multinational snack company, incremental adjustments were no longer sufficient. They needed a bold, strategic transformation in how Revenue Growth Management (RGM) was deployed across the organization to stay competitive in this evolving landscape.

The company recognized that to grow sustainably, they needed to equip their teams with the skills to drive stronger insights and greater agility. It wasn’t just about optimizing operations—it was about empowering employees to make data-driven decisions that would:

• Manage a diverse product portfolio effectively
• Expand market share while driving net revenue and profitability
• Broaden their consumer base without compromising relationships with existing consumers

This upskilling initiative would align their workforce with both immediate market shifts and long-term growth objectives.

Solution

The organization partnered with BTS to design a comprehensive program aimed at building Revenue Growth Management competencies and aligning team members with the company's new RGM strategy and execution. This long-term investment focused on equipping employees at all levels with the skills needed to navigate a complex and competitive market.

The program consisted of three levels of courses, with each level tailored to the participants’ roles within the company. These levels ranged from foundational RGM concepts to specialized, hands-on learning experiences:

Level 1 and Level 2 courses included:

• A simulated university setting that immersed participants in interactive, high-fidelity storytelling and real-world business narratives.
• Two self-paced modules where leaders engaged with real-world shopper scenarios, reinforcing their understanding of smart pricing, price pack architecture, investment optimization and budget allocation by customer.
• Practical lessons on managing product portfolios and maximizing profitability, designed to connect employees' day-to-day roles with broader organizational objectives.

Level 3 advanced certification for senior leaders involved a deeper level of mastery through a two-day simulated experience:

• Participants completed pre-work, incorporating research data and strategic insights from the first two levels.
• Teams developed fictitious business plans in a controlled, risk-free environment, allowing them to apply new skills and test strategies in real time.
• Leaders built a strategic PPA to foster long-term RGM thinking.
• A final application assessment judged by a panel of facilitators, evaluating the participants' ability to drive desired business outcomes.

The Level 1 and 2 courses were delivered virtually via Workday, enabling the project team to track key metrics and engagement in real time. The Level 3 course was delivered in person at a global summit. To ensure maximum impact, local market leaders played an active role in tailoring communication and engagement plans, targeting regional business units effectively.

Results

The impact of the Level 1 and 2 programs were immediate and measurable. Just two weeks after completing their courses, participants were tested on their learning, and nearly all of them met or exceeded the certification threshold:

• 4,000 leaders completed the entry-level training by April 2024.
• 74% of participants earned their certification with a passing score of 80% or higher.
• The program achieved a 98.5% average pass rate, with the remaining 25% representing those still in the process of completing their certification.

Participants who completed the program reported:

• Greater confidence in applying their financial skills to optimize decision-making and support the company’s growth objectives.
• Enhanced ability to contribute to both organizational success and their own professional development.

The advanced-level training for executive leaders is currently underway, featuring a two-day simulated experience designed to further embed Revenue Growth Management capabilities at the highest levels of the organization. Through this upskilling initiative, the company is building a more agile, financially savvy workforce ready to meet the challenges of a rapidly changing industry and sustain long-term growth.

Client needAdvancements in autonomous vehicle technology and the rise of the sharing economy have sparked unique, high-growth opportunities within the insurance sector. As rideshare services and last-mile delivery become more popular, the demand for commercial mobility insurance has surged. Recognizing this potential, a leading insurance provider—historically successful in personal insurance for homes and vehicles—identified a strategic opportunity to expand into the commercial mobility market.However, this shift came with its own set of challenges. To pursue this new market successfully, the company needed leaders who could not only envision the future but also execute on a strategy that balanced this emerging opportunity with the existing demands of the business. Leaders needed to be prepared to make informed, strategic decisions, guide their teams through change, and maximize resources to drive growth on both fronts.SolutionTo bridge this gap, the organization turned to BTS. Having invested heavily in talent development, the client sought an innovative capstone experience to equip executives with the skills to navigate the complexities of commercial and personal mobility insurance. This experience would combine traditional learning with immersive, hands-on practice to prepare leaders to operate in a dual-focus business landscape.BTS collaborated closely with the client’s key stakeholders to build on an existing custom business simulation tailored to the company’s unique challenges and growth goals. Through interviews and deep dives into the client’s strategy, BTS crafted realistic scenarios that mirrored the critical decisions leaders would encounter as they pursued this new strategic direction. The aim was to ensure leaders experienced the trade-offs, resource allocation challenges, and leadership decisions required to achieve success in both the traditional and commercial mobility sectors.The result was a dynamic, three-day virtual capstone event, where executives from diverse geographies and functions came together to compete in teams, simulating the operations of a combined personal and commercial mobility insurance company. Each team faced real-time decision points—balancing the needs of the established personal insurance business with the growth demands of the commercial mobility segment.Throughout the simulation, BTS facilitators, along with senior leaders from the client’s organization, guided teams through reflective debriefs, helping participants unpack the impact of their choices, understand their strategic missteps, and explore the lessons needed to adjust. This design offered leaders an active role in both learning and execution, helping them see how each decision could drive or hinder the company’s broader vision.The experience allowed participants to connect their day-to-day responsibilities with the organization’s growth objectives in ways they had never seen before. Leaders could see firsthand how their decisions affected different areas of the business, revealing the immediate consequences of missteps or successes. Winning the simulation required not only protecting the existing business but also achieving substantial growth in the new commercial mobility space—driving home the importance of the company’s strategic pivot.ResultsThis capstone simulation was hailed as the highlight of the company’s nine-month executive development program, providing leaders with a transformative experience that changed the way they viewed strategy, decision-making, and cross-functional alignment. Following the simulation, a survey of participants in the first cohort revealed the program’s profound impact:79% of participants reported a deeper understanding and appreciation for crafting an effective strategy.74% gained valuable insights into customer segmentation and its role in targeting diverse markets.85% appreciated the interconnectivity of various business decisions, better understanding the ripple effects across the company.79% recognized the power of diverse perspectives, noting that collaborating with peers from different backgrounds enriched their strategic thinking.74% left with a broader understanding of the business and its complexities.Testimonials“Though intensive, this simulation was exactly what I needed. It helped me see how the entire business fits together. I feel more confident in making decisions that consider the bigger picture.” — Participant“This experience brought to life the complexity and interdependency within our business. I now have a much stronger grasp on finance for insurance, and I feel more aligned with our CFO’s perspective on the company’s financial health.” — Participant“We always hear that decisions impact the entire business, but seeing that impact in real time was eye-opening. The simulation taught me that failure can be a powerful learning tool. Leaders need to take calculated risks, learn from setbacks, and push forward. I feel more prepared to step out of my comfort zone.” — ParticipantThrough this immersive capstone, leaders not only understood the organization’s strategic shift—they practiced executing it. The company now has a team of executives ready to lead in the fast-evolving commercial mobility market, equipped with the insights and confidence to drive sustained growth and innovation.

Client needFor many organizations, the front line is where culture lives—and where engagement is won or lost. One global footwear and apparel company recognized this reality and made a bold commitment: to invest in the leadership capabilities of the people who interact most directly with their workforce.Their goal was clear—reduce employee turnover by building stronger engagement. And they knew where to start: with the managers who shape the daily employee experience across retail stores, distribution centers, and manufacturing facilities.While the need was urgent, the path forward wasn’t simple. Leaders across the organization were eager to learn. But access to consistent, high-quality development had been limited. In the absence of a centralized approach, local teams created their own training solutions—well-meaning but inconsistent in quality and focus. The result? A fragmented leadership culture and uneven expectations across regions.To scale people-centered leadership and create lasting impact, the company needed to:Build practical leadership capabilities—trust, feedback, expectation setting, and accountability.Empower front-line managers to better engage and retain their team members.Expand equitable access to leadership development globally.Create a consistent leadership culture while honoring geographical context and needs.SolutionThe company partnered with BTS to design a scalable leadership development journey tailored to the realities of front-line leaders.Rather than offering abstract frameworks, the program focused on leadership in action—anchored in the pivotal moments that shape team culture and performance. Leaders practiced responding to real-world scenarios: leading team meetings, setting expectations, offering feedback, and coaching performance—then immediately applied what they learned on the job.The journey was delivered in four modules over 16 weeks, blending virtual and/or live in-person workshops with practical, on-the-job application.What made it work:Moments-based learning: Leaders strengthened core behaviors through repeated practice in realistic situations.“Go-Do” tools for reinforcement: Practical guides helped leaders bring learning into daily team interactions—from team check-ins to one-on-ones.Global scalability, local relevance: The experience flexed across languages, time zones, and operational environments—ensuring broad access without compromising quality.ResultsWhat began as a capability-building initiative quickly became something bigger: a catalyst for stronger leadership culture, deeper employee connection, and consistent team performance at scale.More than 1,200 front-line leaders have already participated, with a goal of reaching 3,000 leaders in the first two years.96% of participants reported applying what they learned immediately, leading to more consistent leadership behaviors, stronger team dynamics, and greater day-to-day impact.Survey results showed Net Promoter Scores between 92–97, reflecting high engagement and perceived value.The success of the program led the company to integrate it into its broader leadership development strategy—turning an initiative into a long-term investment in culture and capability.To sustain momentum and scale the impact:All front-line leaders now receive structured development through the program.Newly hired and promoted managers are onboarded with leadership training from day one.A dedicated Program Management Office oversees global rollout, including localization, facilitator support, and a train-the-trainer model to ensure long-term scalability.Testimonials“I have a deeper understanding that personal connections with my team members make work conversations easier and more productive. This is a critical shift for leadership development.” — Leader, Retail“I feel more confident in my ability to actively listen to an issue my team might be facing and actually give them support. I am staying mindful of not jumping to conclusions and using the Playback tool in all of my conversations.” — Leader, Manufacturing/Distribution

Client needA leading global e-commerce organization, known for its market leadership and innovation, faced a critical challenge: how to scale leadership development in the face of rapidly advancing technology and shifting consumer expectations. The company realized that simply maintaining operational scalability wasn’t enough—they needed a leadership development strategy that could evolve alongside the business, equipping leaders to thrive in an increasingly complex, fast-paced marketplace.Previously, the company had relied on a one-size-fits-all approach to leadership training. This led to inconsistent engagement, unclear expectations for leaders, and a lack of scalable solutions. The company recognized that to maintain its competitive edge, it needed to transform its leadership development program into one that was dynamic, personalized, and learner-centered, meeting the needs of leaders at all levels.SolutionBTS worked with the company to design a leadership development solution that was individualized, experiential, and engaging. The solution focused on vertical development to help leaders expand their capacity to handle complexity, make strategic decisions, and lead through change.The program was built around three key leadership groups, ensuring that each cohort received the right development at the right time:Emerging Leaders: These leaders were early in their careers or stepping into new roles. The “Choose Your Own Adventure” model allowed them to engage in flexible learning paths that aligned with their development needs, ensuring a strong foundation for future growth.Leaders in Transition: Leaders facing critical moments in their careers—such as role changes or increased responsibilities—participated in cohort-based, targeted development journeys. These personalized learning paths helped them accelerate their leadership impact and navigate transitions with confidence.Leadership Teams: High-performing teams that required alignment and enhanced collaboration benefited from team coaching experiences and collaboration toolkits. These resources were designed to address specific team dynamics, strengthen communication, and drive collective performance.This approach ensured that leadership development was tailored, scalable, and aligned with the company’s long-term strategic goals.ResultsLeaders weren’t just equipped to meet today’s challenges—they were empowered to drive lasting change. By fostering a culture of continuous learning and development, the company built a leadership pipeline ready for both today and tomorrow.The results were immediate and far-reaching:Leadership alignment: Leaders gained the clarity and confidence to align their teams with company goals, driving measurable improvements in performance and preparing for future business demands.Scalable learning: The modular approach made leadership development globally accessible, ensuring consistency across regions and allowing the program to grow with the company.Cultural transformation: Personalized, practical learning was embedded into the company’s culture, turning leaders into advocates for continuous growth and development.Stronger leadership pipeline: Leaders honed skills in strategic delegation, coaching, and inclusivity, directly improving team performance and ensuring the company was prepared for long-term success.By integrating learning into the company’s core, this program didn’t just address immediate leadership gaps—it positioned the company to thrive in an ever-changing market. This is the kind of transformative leadership development that keeps businesses ahead of the curve.

Client need

In the dynamic world of life sciences, innovation is the key to progress. For one global leading company, the focus wasn’t just on innovating within their labs—it was about applying the same mindset to the development of their leaders. Emerging from a series of reorganizations and spin-offs, this forward-thinking company faced a new era. While their technical and functional expertise was unparalleled, they recognized an urgent need to equip mid-to-senior-level managers with the skills to lead in a way that unlocked their teams full potential. The challenge was clear: build a leadership culture that transcends silos, empowers teams, and strengthens collaboration across the business. These leaders needed to be people-first and cross-functionally focused, balancing their own functional goals with the broader success of the organization. The company set a bold goal: to transform their high-potential (Hi-Po) leadership development program into a catalyst for leaders who inspire confidence, foster engagement, and energize their teams during times of change. Their vision was ambitious:

• Create a leadership culture rooted in empowerment, where leaders multiply the intelligence and potential of their teams.

• Foster a cross-functional mindset to enhance collaboration and align with broader organizational goals.

• Equip leaders with the tools and confidence to stabilize and energize teams during times of uncertainty.

This wasn’t just about developing new skills—it was about creating a sustainable leadership culture that would support the company’s long-term ambitions.

Solution

BTS partnered with the company to bring this vision to life by embedding the BTS Multipliers framework into the clients existing leadership development journey curriculum—a transformative approach to leadership grounded in the belief that the best leaders don’t just grow themselves; they grow others. The Multipliers module integrated seamlessly into the company’s existing leadership journey, providing a practical, immersive experience that redefined how participants thought about leadership. At the heart of the Multipliers philosophy is a simple but powerful idea:

• Multipliers are leaders who amplify the intelligence, energy, and capability of their teams, inspiring people to give their best.

• In contrast, Diminishers—often unintentionally—undercut team potential by micromanaging, controlling, or failing to trust.

Through the module, participants learned how to:

• Identify their own “Accidental Diminisher” tendencies and reframe them to empower their teams.

• Foster an environment where team members felt safe, supported, and encouraged to contribute their ideas.

• Shift focus from “being the smartest in the room” to building a team of smart, engaged contributors.

The program delivered this transformation through:

• Interactive workshops: Participants engaged in simulations and real-world scenarios, applying the concepts of Multipliers and Diminishers to their daily leadership challenges.

• Peer learning opportunities: Facilitated discussions expanded networks and created spaces for shared insights and problem-solving.

• Storytelling and influence-building exercises: These moments helped participants align their leadership approach with cross-functional priorities, enhancing their ability to lead collaboratively.

The Multipliers program wasn’t just a learning event—it was a transformation in mindset, empowering leaders to drive impact across their teams and the business.

Results

The company’s commitment to bold, innovative leadership development delivered measurable results:

• Empowered leadership: Leaders embraced their roles as Multipliers, unlocking the potential of their teams and creating an environment of trust and high performance.

• Stronger collaboration: Participants developed a cross-functional mindset, breaking down silos and driving alignment across departments.

• Confidence in the future: Teams emerged more engaged and equipped to tackle challenges with clarity and energy.

By the numbers:

• 83% of participants rated the Multipliers module as effective or very effective.

• The program received an overall score of 4.2 out of 5 for its impact, with participants praising its practical and engaging design.

Participant reflections

“Learning about Multipliers and Accidental Diminishers was one of the most valuable sections of the program.”

“The Multipliers session was great—simple, memorable concepts that I could immediately apply in my role as a leader.”

“The simulation was not only fun, but it also sparked meaningful conversations and collaborative problem-solving.”

“I gained valuable insights into how I can harness the intelligence of my team and avoid unintentionally limiting their potential.”

Client need

Ibercaja Bank, a well-established European financial institution with a strong history of serving its communities, recognized the importance of evolving its operations to meet new regulatory demands while staying true to its mission of empowering its people and supporting its customers. Balancing these priorities meant addressing the European Central Bank's (ECB) requirements for aligning asset operations with risk-adjusted return on capital (RAROC) principles—a necessary step to ensure sustainable profitability.

As a customer-focused organization, Ibercaja was committed to equipping its branch managers and client-facing professionals with the tools and knowledge to succeed in this new environment. The bank introduced a suite of resources, including a RAROC calculation tool, online learning modules, and a “pricing circuit,” to help its employees integrate RAROC into their daily decision-making processes.  

However, initial feedback revealed that some employees viewed these tools as procedural burdens rather than opportunities to drive better decisions and outcomes for the bank and its customers.

This prompted Ibercaja to take a thoughtful and strategic approach to improvement, identifying key areas to ensure that its employees not only embraced RAROC but also felt confident using it to strengthen relationships with customers. The bank focused on:

• Helping employees shift from transactional goals to sustainable, long-term profitability to benefit both the business and its customers.

• Building awareness of how effective capital allocation could enhance financial performance and customer offerings.

• Equipping branch managers and client-facing teams with the financial skills to use RAROC as a practical and empowering tool.

• Encouraging a mindset that viewed RAROC not as a compliance task but as a way to deliver better outcomes for customers and the bank.

By addressing these areas, Ibercaja sought to empower its people to deliver even greater value to customers while aligning with regulatory standards—strengthening its reputation as a thoughtful and innovative financial institution.

Solution

Ibercaja Bank partnered with BTS to create a practical, engaging training program that supported its branch managers and client-facing teams in navigating the complexities of the RAROC framework. The program was designed to help employees connect RAROC principles directly to their daily responsibilities, equipping them with the skills and confidence to make informed decisions that benefited both the bank and its customers.

Recognizing the diverse needs of its workforce, the training was tailored for two distinct groups:

• Tool Connoisseurs: Employees already familiar with RAROC and managing complex operations, who needed advanced insights to maximize the tool’s strategic value.

• Non-Tool Connoisseurs: Employees newer to RAROC, who required foundational knowledge to apply the framework effectively and with confidence.

The program was rolled out in three carefully designed phases:

1. Collaborative Design and Roadmap: BTS worked closely with Ibercaja’s leaders across finance, risk, marketing, and retail banking to identify the unique needs of each employee group. Together, they developed a clear roadmap with tailored goals, customized content, and a training plan aligned with the bank’s strategic priorities.

1. Pilot Sessions: To ensure relevance and effectiveness, the program was tested with 34 employees through pilot sessions. These sessions included interactive exercises and real-world simulations to help participants see how RAROC connected to profitability and decision-making in their roles. Participants practiced pricing decisions in realistic scenarios and provided valuable feedback to refine the final program design.

1. Full-Scale Rollout and Simulations: The final phase included hands-on "know-how" sessions to deepen employees’ financial understanding and help them confidently apply RAROC concepts. Tool Connoisseurs participated in one-day sessions focused on advanced applications, while Non-Tool Connoisseurs attended shorter sessions to build foundational skills. Both groups engaged in simulations and decision-making exercises that connected learning to action. Participants left each session with actionable plans to apply their new knowledge immediately in their roles.

By tailoring the training to Ibercaja’s specific needs and fostering collaboration across teams, BTS ensured the program resonated with employees and aligned seamlessly with the bank’s strategic goals.

Results

The training delivered measurable and lasting impact, transforming RAROC from a regulatory requirement into a strategic asset that empowered employees to make more effective decisions:

• Widespread adoption: 84% of new operations were priced using the RAROC calculator, reflecting a significant shift in behavior and mindset across the organization.

• Extensive participation: Over 1,100 employees from multiple departments completed the program, promoting collaboration and a shared understanding of profitability goals.

• Tangible outcomes: Participants drove more than 460 initiatives that enhanced cost-effectiveness, refined pricing strategies, and improved profit margins, strengthening the bank’s overall performance.

Feedback from participants underscored the program’s success:

• Both Tool Connoisseurs and Non-Tool Connoisseurs rated the program an impressive 4.6 out of 5

• Facilitators earned strong Net Promoter Scores (NPS) of 79% and 76%, indicating high satisfaction and engagement.

Beyond individual improvements, the training fostered a culture of strategic thinking and collaboration. By equipping employees with the tools to make better decisions and align their efforts with the bank’s broader priorities, Ibercaja Bank reinforced its commitment to delivering exceptional value to both its customers and its stakeholders. This focus on profitability, efficiency, and customer satisfaction positioned the bank for continued growth and long-term success.

Client need

Starbucks sought to differentiate itself in the highly competitive tea market across the Asia-Pacific region. To achieve this, Starbucks needed to foster a culture of innovation, equipping its teams with the tools and collaborative processes to create new tea concepts. Their goal was to develop innovative, market-ready ideas that could appeal to diverse customer preferences and drive brand growth. The challenge was to accelerate the ideation process while ensuring the ideas were both feasible and aligned with customer needs.

Solution

To address this, Starbucks partnered with BTS to design and deliver the 3-day Innovation Tea Summit. This immersive summit guided 28 Starbucks partners from 9 countries through a structured design-thinking process to co-create breakthrough tea concepts. The process included five key stages—defining intent, exploring needs, ideating, refining, and planning small-scale testing. The summit brought these stages to life through the following core activities:

1. Customer understanding and insight gathering: Participants kicked off with a deep dive into customer behaviors, using tools like observation, interviews, and empathy exercises to uncover unmet needs. Teams created detailed customer journey maps, identifying pain points and opportunities, and refined these insights into actionable need statements.
2. Ideation and creative prototyping: Armed with customer insights, participants engaged in creative ideation sessions, generating a large volume of ideas without judgment to maximize bold and unique solutions. These ideas were refined with feedback from peers, industry experts, and product designers. Prototyping activities brought the ideas to life, blending creativity with feasibility through sketches and live demonstrations by mixologists.
3. Experimentation and strategic planning: Participants explored disciplined experimentation techniques to assess the feasibility and desirability of their concepts. Using collaborative brainstorming and structured feedback, they identified next steps for testing their ideas. The summit concluded with team presentations, where participants pitched their innovative concepts and discussed the roadmap for implementation.

This comprehensive process ensured that every idea was customer-centered, innovative, and ready for accelerated market testing.

Results

The summit produced transformative results for Starbucks:

• Over 120 unique ideas: Participants created a diverse set of concepts designed to differentiate Starbucks in the tea market, with many ready for testing and refinement.
• Immediate market readiness: About 70% of the ideas were deemed feasible for testing within 6-12 months, accelerating Starbucks’ innovation timeline.
• Accelerated innovation: Teams left the summit equipped with practical tools and techniques to drive innovation more effectively, enabling them to validate and develop key ideas at a faster pace.
• Sustained engagement: Starbucks committed to ongoing collaboration between R&D and regional teams, equipping participants with a clear, repeatable innovation process to continually refine ideas and develop a pipeline of innovative products.

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Testimonials

“We should conduct more of these if time and resources permit as this is a great way to share ideas and explore and challenge problems in the fastest and most efficient way. Good job to the organizers!”

“I think this is a great workshop, I’ve learned a lot. Wish there will be this kind of workshop for other functions as well such as operations, marketing, and SCO.”

“I learned that we must first start with the insight and must refrain from making assumptions that are unfounded. Focus on the need of the customer, not on the product.”

The Innovation Tea Summit not only delivered a suite of exciting new tea ideas for Starbucks but also empowered participants with a repeatable innovation process. This sets the stage for sustained growth, customer-centric differentiation, and ongoing success in the competitive beverage market.

Client need

A cloud-based technology leader experiencing rapid expansion and a digital transformation surge needed a fresh approach to developing future leaders. During the pandemic, the company’s workforce grew from a small founding team to tens of thousands of employees spread globally. With such rapid scale growth, the organization needed to strengthen leadership capabilities to maintain employee engagement and support sustainable performance. Sustaining engagement and long-term performance required strong leadership development to guide this fast-growing, globally dispersed workforce.

The company sought a program to offer personalized support for high-potential employees stepping into leadership roles. It needed to cater to regional learning styles while delivering a tailored experience for each participant. ‍

Building on previous programs

An initial leadership program had laid the groundwork, but the company’s changing needs called for a strategic overhaul. Key enhancements included:

• Aligning with a new Leadership Pathway, outlining essential skills and traits.

• Reducing the program from 12 to 7 months to match promotion cycles.

• Incorporating participant feedback to refine content and format.

• Adding virtual simulations for flexible, real-world learning experiences.

• Embedding learning into daily tasks, ensuring continuous application.

Solution

The company partnered with BTS to implement a seven-month Aspiring Leader’s Program to reach over 10,000 emerging leaders in multiple cohorts. BTS developed a blended learning approach that combined traditional and digital elements for a scalable, high-impact experience:

• Assessments: 30-minute pre- and post-program assessments presented realistic leadership challenges, helping participants set personalized goals aligned with company standards.

• Small group coaching (pods): Groups of seven worked with a BTS facilitator, forming supportive relationships that continued beyond the program.

• Workshops and simulations: In three virtual workshops, pods tackled common leadership scenarios. Participants experienced the real-time impact of decisions, competing with other pods. Self-paced versions provided additional flexibility.

• Self-paced simulations: Cinematic simulations addressed critical skills in an immersive, realistic format.

• Stretch assignments: Each module included hands-on assignments with three levels of activity, allowing participants to apply skills at a pace that suited their roles.

• Alumni portal: Additional resources like articles, podcasts, and talks were accessible on the alumni portal, supporting ongoing development.

• Streamlined communications: Weekly updates on a virtual portal and internal messaging channels kept participants engaged and informed.

Results

The program drove significant progress, with over 1,000 leaders reporting notable improvements:

• 89% felt greater clarity on their personal purpose.

• 92% were more comfortable seeking diverse perspectives.

• 93% gained stronger awareness of their emotional states.

• 91% felt better equipped to handle stress.

By the time of review, participants had completed over 57,000 on-the-job actions, with 96% noting substantial progress in self-awareness and behavior shifts. The program achieved a 92% attendance rate, ensuring aspiring leaders were well-prepared to lead and guide the organization into a successful future.

Client need

To continue competing and winning in a complex industry, a multinational energy corporation recognized the need to change its ways of working. To achieve sustainable success for its Australian branch, the organization needed to shift from a project-focused operation to a unified business culture.To make this transformation a reality, the organization identified a need for aligned enterprise mindsets, enabling leaders to internalize the new strategy and develop new leadership behaviors.

Solution

In service of this need, BTS and the organization co-created an immersive, in-person simulation experience. The experience projected a customized business portrait 30 years into the future, designed to:

• Guide leaders on optimization strategies.
• Foster relationship-building.
• Encourage personal development.
• Portray realistic, on-the-job challenges while coaching solutions.

The project team developed the program over three phases to ensure maximum effect, turning themes and objectives gathered from stakeholder interviews and pilot-test feedback into tangible, experiential materials and activities including:Scenario-based roleplaying

• Cohorts compiled of leaders from diverse backgrounds and skillsets were provided with case study scenarios reflective of their real-life roles, tasked with developing effective strategies against common restraints like time, budget, client profiles, and geopolitics.
• Through this activity, players learned decision-making through collaboration and healthy competition, balancing short- and long-term goals in a simulated environment encouraging trial-and-error.
• Each simulation round was followed by debrief sessions, allowing teams to reflect on how their individual and group strategies affect business operations—a vital component for sustainable growth.

Behavioral guides

• Leaders were provided with helpful resources for navigating the company’s operation transition, promoting enterprise thinking through industry surprises like timeline alterations, decision-making under pressure, and prioritizing quality over targets.
• A Leadership Q&A event was held to address concerns, provide clarity, and reinforce the company’s vision and values to empower and engage leaders mid-journey.

Coaching sessions

• Amidst team leadership building, coaches offered individual, personalized guidance for participants following each simulation round.
• Presented opportunities for performance and lesson reflection, as well as goal-planning and application back on the job.

Results

The program’s ROI was measured by performance data, behavioral assessments, and participant feedback, with an NPS score of 80, surveyed across 500 leaders from 15 cohorts.Post-journey, participating leaders credited the simulation for:

• Strengthened decision-making skills.
• Broadened business fluency.
• Heightened knowledge and resilience of industry complexities.
• Overall enjoyment of collaborative, game-like medium.

Testimonials

“Excellent fundamentals about impact across value chain of decision making and clearer understanding of levers used by management.”“An excellent course, this really cemented in my mind the value chain and the necessity to consider all elements of this together. Shining a light on the complexity of the business and the many drivers, metrics, and desired outcomes needed to be balanced or traded-off was very enlightening.”“Great job on asking people to represent other parts of value chain. This put all of us in a more uncomfortable place and we had to rely on each other.”“Really enjoyable course that had a great balance of simulation, discussion, and humor. Sessions were well set up and managed.”“The simulation reinforces the value of cross functional collaboration, which, along with specific insights into other areas of the business, I will continue to promote within my team.”

Client need

An American biopharmaceutical company set ambitious strategic goals for 2030, including advancing innovative solutions that could transform healthcare access for patients worldwide. Historically, the company operated within a hierarchical, command-and-control culture, where perfectionism fueled high expectations but often led to volatility and siloed operations.

Over time, these dynamics eroded trust, psychological safety, and empowerment, stifling creativity and exploration. The organization struggled with indirect communication, limited constructive feedback, and avoided difficult conversations—factors that not only hampered employee agility and growth but also stifled effective leadership. Recognizing the need for a comprehensive cultural transformation to achieve its strategic goals, the company partnered with BTS to reshape its leadership approach, creating a more dynamic, inclusive, and collaborative workplace.

Solution

Together, BTS and the company co-designed a five-month immersive leadership program aimed at reaching 5,000 employees across all levels during a multi-year rollout—from senior to frontline leaders.

The program’s primary focus areas included:

• Strengthening relationships and teamwork to build a more cohesive, collaborative culture
• Fostering psychological safety to create an environment where leaders feel empowered to take risks and share ideas
• Aligning leadership behaviors with the company’s strategic vision and Leadership Accountabilities.

The collaboration began with a two and a half month development phase and a 18-month rollout phase, including a six-week pilot with four initial cohorts. This pilot phase enabled the team to refine the program based on direct participant and stakeholder feedback, ensuring maximum relevance and impact before the full-scale launch. The program was rooted in vertical development models, designed to shift participants’ mindsets by introducing new perspectives and equipping them with essential skills. The primary goal was to help participants understand the critical role of stronger people leadership in the company’s future success and how to bring that to life. These objectives were achieved by focusing on building not only skills (Capability) but also self awareness, broader perspectives, different mindsets (Capacity) and Community.

The program was delivered globally, with cohorts of 30 participants each, creating an intimate, diverse learning environment. Each cohort engaged in a multi-faceted journey that included:

• Virtual kickoff: A 60-minute session where facilitators introduced program objectives and outlined expectations. Participants were given access to a multi-modal digital platform housing a comprehensive collection of resources, from reading materials to assignments and were encouraged to consider why the program was important.
• Pre-work: Designed to lay a solid foundation, participants engaged with interactive videos, podcasts, and articles to identify personal learning gaps and explore potential challenges. This preparatory phase fostered a reflective mindset, allowing participants to enter the immersion experience ready to grow.
• Three-day in-person immersive learning: Through activities, leaders practiced critical skills such as building self-awareness, developing trust, and improving relationships and communication. The program emphasized real human connection from the very beginning, starting with introductory exercises designed to foster meaningful relationships. Participants actively worked to strengthen these connections, enhancing collaboration and community. Content was organized into deepening self-awareness – managing my state and understanding my immunity to change (Day One – ME), relational skills eg. deep listening and intimate connection; coaching and employing various communication styles (Day Two – US) and using these tools to get the work done through effective empowerment, delegation, and feedback (Day Three – IT). This structure supported a progressive deep dive into personal and professional development.. The immersive experience included journaling, small and large group activities, and peer coaching, offering a balance of external collaboration and personal reflection.
• Go-Dos: After the immersion, participants were encouraged to reflect on their experiences and practice new behaviors in their daily work.
• Pods: Following each Go-Do, leaders participated in four small group coaching sessions, known as pods, formed from their immersion table groups. These formal pods were led by an immersion facilitator or an experienced coach trained in the program’s content. The pods provided a space for participants to share successes and challenges while exploring the on-the-job application of tools and concepts. They also became a safe, supportive environment for team building and relationship development.
• Ongoing support: The program included resources for continued learning and reinforcement, such as conversation guides, refresher content, online discussion forums, and networking opportunities.

Results

By April 2024, the program had reached 2,400 leaders through 94 cohorts launched globally. The program’s success is reflected in several key metrics:

• Net promoter score: 96%
• Go-Do completion rate: 98%
• Pod-coaching attendance: 90%

The program also included comprehensive pre- and post-program surveys to track leadership competency improvements. These surveys revealed a significant increase in confidence and performance across key areas, including:

• Mission and strategy alignment: +86%
• Collaboration: +77%
• Inclusion: +76%
• Engagement: +78%
• Well-being: +70%
• Overall efficiency: +57%

The success of this initiative means that the company will continue to offer the program to new and promoted people leaders. This strategic investment is helping to solidify a foundation of transformative leadership that drives the company’s goals and strengthens its competitive position.

Testimonials

“I’m really stunned at how empowered I feel to expand my leadership skills. I was truly skeptical before this.”

“This is the most impactful leadership development experience I’ve had in 15 years.”

“I was initially skeptical, having been on many training courses that achieved very little. I was pleasantly surprised at how insightful, challenging, and ultimately rewarding the sessions were.”

“This is such a shift in how we train people leaders and it’s about time we learn into this model. We are truly changing the mind to think bigger future for all.

Client need

An aviation services provider with over 200 fixed base operations (FBOs) across five continents recognized the need for a standardized approach to hiring, training, and assessing its general managers (GMs). Facing complex market dynamics like industry consolidation and rising customer expectations, the company found that GMs were now expected to act as mini-CEOs. They needed a diverse skill set to drive revenue, manage talent, ensure safety, and maintain customer satisfaction. However, without a clear development path, it was difficult to consistently prepare GMs for this demanding role.

The solution

The organization partnered with BTS to develop a comprehensive leadership framework that defined expectations and built the necessary capabilities for GMs to thrive.  This solution included:

• The playbook: A foundational guide outlining:

• GM profile: Key capabilities and behaviors for GM success.

• GM pivotal moments: 11 critical scenarios requiring strong leadership.

• GM experience map: Experiences that aspiring, new, and seasoned GMs should seek to ensure they excel in the role.

• The assessment: A multifaceted tool designed to:
  • Evaluate current GMs by identifying development areas aligned with the GM profile.
  • Assess aspiring GMs to define what development is needed to prepare them for the role.
  • Screen external candidates to determine their readiness for GM responsibilities.

The assessment comprises several components, including:

• Moments-based assessment: A simulated environment where candidates demonstrate decision-making in job-related scenarios.

• Mindset explorer assessment: Evaluates alignment with key leadership beliefs.

• 360-survey: Provides feedback on participants’ strengths and development areas.

• Work preferences assessment and panorama assessment: Explore work style preferences, critical thinking, and problem-solving skills.

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Results

The playbook and assessment have enabled the organization to identify and elevate high-potential leaders across its global locations. Since launching the program, numerous GMs have been promoted to leadership roles such as area director. The structured evaluation has empowered participants to uncover performance gaps and develop targeted growth plans. One GM, recently promoted to area director after following a personalized development plan, shared, “You are given the tools to succeed, and your future is in your hands. The assessments and the courses offered are outstanding and can be life-changing.”

Client need

In the fast-paced world of oil and gas, robust executive bench strength is essential for sustained success. Anticipating a CEO transition within the next five to ten years, a leading industry player recognized an urgent need to diversify and enhance their leadership capabilities. To tackle this, they enlisted BTS to assess their executives for future key roles and equip them with the skills and insights needed to thrive in a complex market environment.

Solution

BTS designed custom, forward-looking CEO and senior leader profiles that reflected turbulent market conditions and energy transition challenges within the oil and gas industry. These profiles were deeply rooted in the client’s values to ensure the assessments were grounded in the company’s culture.  The BTS team then developed a customized business and strategy simulation that was used in a "Leader Lab” to translate these profiles into an engaging learning and development experience and observable behaviors. The Leader Lab was delivered for 25 executives divided into teams of five, each with an embedded assessor. This structure allowed for a comprehensive evaluation of participants as individual leaders, team members, and strategic executives leading the enterprise.

Results

To date, BTS has assessed the top 100 executives and provided the client with a detailed heat map that highlights strengths and development areas to strengthen their succession planning. This data has also been instrumental in shaping development plans and retention strategies. Key outcomes include:

• Identification of high-potential leaders: One standout participant from the supply chain function demonstrated exceptional capabilities, leading them to step into a new global role to leverage their leadership potential.

• Targeted development for future CEOs: After the assessments, the client’s anticipated successor for the CEO role did not initially rank in the top five executives. With the help of an executive coach, this individual showed significant improvement evidenced by positive feedback from direct reports.

• Addressing leadership gaps: The assessments revealed a lack of a shared leadership language and foundational business acumen beyond functional expertise. BTS now partners with the client to address these gaps through ongoing Leader Labs, aimed at enhancing the depth and breadth of organizational leadership.

By uncovering hidden leadership potential and addressing critical gaps, the company identified high-potential leaders ready to step into key roles. As a result, the company now boasts a robust and cohesive leadership team, well-prepared for the CEO transition and future industry challenges. This investment in leadership development has poised the company for sustained success and innovation in a turbulent market.