Grupo Salinas impulsa una cultura de innovación y aprendizaje continuo para fortalecer a su talento e impulsar la transformación.

Con más de 150,000 colaboradores en sectores que van desde las finanzas y los medios hasta la energía y la ciberseguridad, Grupo Salinas reafirma su compromiso de preparar a su gente para el futuro. Incluso antes de la pandemia, la compañía implementó una estrategia de aprendizaje digital para construir una fuerza laboral diferenciada y lista para afrontar los retos del mañana.

Para hacer realizar esta visión, Grupo Salinas trabaja con Harvard Business Impact para impartir un aprendizaje de alto impacto con Harvard ManageMentor® Spark. La iniciativa, centrada en el desarrollo de cinco capacidades clave —mentalidad emprendedora, pensamiento digital, liderazgo, colaboración e innovación—, promueve al mismo tiempo una cultura de aprendizaje compartido y crecimiento continuo.

Grupo Salinas incentiva a los ejecutivos a aprender de manera colaborativa y a transmitir ese conocimiento a sus equipos, con el apoyo de:

• Contenido personalizado
• Sistemas inteligentes de seguimiento
• Ciclos de retroalimentación trimestrales

El resultado es un ecosistema de aprendizaje escalable y fundamentado en datos que transforma comportamientos, fortalece el liderazgo y promueve la innovación en toda la organización.

Grupo Salinas is scaling a culture of innovation and continuous learning to empower its workforce and drive transformation

With a workforce of over 150,000 spanning industries from finance and media to energy and cybersecurity, Grupo Salinas is committed to preparing its people for the future. Even before the pandemic, the company launched a digital learning strategy to build a differentiated, future-ready workforce.

To support this vision, Grupo Salinas partnered with Harvard Business Impact to deliver high-impact learning through Harvard ManageMentor® Spark. The initiative focused on developing five core capabilities—entrepreneurial mindset, digital thinking, leadership, collaboration, and innovation—while fostering a culture of shared learning and growth.

Executives are encouraged to learn together and teach their teams—supported by:

• Personalized content
• Intelligent tracking systems
• Quarterly feedback loops

The result is a scalable, data-driven learning ecosystem that is transforming behaviors, strengthening leadership, and fueling innovation across the organization.

Colliers Engineering & Design is building a learning culture that scales with growth and empowers leadership at every level

Colliers Engineering & Design, a multi-disciplined firm with over 3,200 employees across 84 offices, is navigating rapid growth and change with a bold commitment to learning. To support its evolving workforce—many of whom are stepping into leadership roles—Colliers Engineering & Design partnered with Harvard Business Impact to deliver high-impact learning through HBR Spark and Harvard ManageMentor®.

The collaboration with Harvard Business Impact has empowered Colliers Engineering & Design to:

• Build tailored leadership pathways
• Reskill and upskill teams for the future
• Foster a culture of confident and capable change agents

From AI-powered content curation to immersive Leadership Labs, the learning experience is designed to meet employees where they are and elevate them to where they need to be. The result is a scalable, high-impact learning ecosystem that supports growth, fosters adaptability, and prepares leaders to thrive in a dynamic business landscape.

NOV is navigating transformation with strategic learning that empowers leaders and embraces innovation

As NOV undergoes organizational shifts to improve efficiency and streamline operations, its Global Learning team is focused on supporting leaders through change. NOV is addressing emerging needs by:

• Centralizing functions
• Reducing duplication
• Identifying skill gaps among new-level leaders

To meet these challenges, NOV partnered with Harvard Business Impact to deliver targeted learning through Harvard ManageMentor®.

The collaboration has enabled NOV to integrate Harvard ManageMentor into leadership programs, align learning with 360 assessments, and launch internal GPT tools alongside Harvard Business Impact’s generative AI curriculum. These efforts are helping employees build confidence, think creatively, and stay ahead in a rapidly evolving landscape.

Collaborating to align leadership development with Southwest Airlines’ specific competencies

Southwest Airlines collaborated with the experts at Harvard Business Impact because the organization had found a truly trusted partner that provided the what, how, and why that met the diverse needs of their leaders.

The organization was looking to set its leaders up for success surrounding the needs of today while preparing them for the future. Moreover, Southwest Airlines was looking to align content with its own leadership competencies—across leader levels and job functions.

Enhancing leadership capabilities at American Airlines—creating a scalable learning environment with self-paced teachings and peer connection

American Airlines sought to create a rich learning environment for leaders to enhance their capabilities, test their skills, and drive enhanced behavior change over time, and at scale. It was important that they provide self-paced learning to program participants, elements of live facilitation, and the ability to connect with their peers.

The organization partnered with Harvard Business Impact Enterprise to transform its learning environment while ensuring alignment with the company’s goals and mission. As a result:

• 100% of program participants said that this program made them more effective people managers
• Participants reported that they are motivated to apply their newly acquired skills throughout the organization

Hear from Sheri Ova, former Senior Manager of Leadership and Talent Development, and Schartryce Mason, former Senior Specialist of Talent, on how they built a culture of learning and developed their leaders at American Airlines.

Addressing the need for scalable leadership development—how NOV improved business and leadership skills across its global leader population

Management and leadership development were historically only offered to a small subset of the leader population at NOV, so the organization was looking to provide content depth and breadth across leader levels and job functions.

Collaborating with Harvard Business Impact helped NOV:

• Scale learning across the organization

• Improve the employee experience

• Ensure content consistency and credibility

As a result of the partnership, NOV has seen improvement in business and leadership skills across their global population of leaders.

Capital Group invests in a connected approach to developing leadership for a new world

Despite the volatility of global market trends, Capital Group remains committed to delivering superior investment results and exceptional service. As it experienced rapid change and increasing complexity, the company recognized the need to ensure its culture and values spanned all associates in all locations. The company realized that stronger leadership in all corners of the business would be its greatest asset in achieving its business objectives.

We worked closely with Capital Group’s Talent Development team to develop a connected approach to leadership development. We tailored learning experiences to the needs of each level while reinforcing a consistent set of leadership expectations and values.

Every element of the blended, virtual, cohort-based program aligned to Capital’s business and culture. Associates experienced a mix of in-person and virtual learning featuring hand-picked content, on-the-job assignments, and facilitated discussions that brought the lessons to life. Company leaders played an active role and inspired a culture that values leadership development and continuous learning.

The first program reached all 700 frontline managers in cohorts of 50 learners. The overwhelmingly positive response accelerated the rollout of the complementary program for all 600 senior managers.

The partnership continues to build. Supplementary learning sustainment modules let program alumni continue their leadership development and retain key learnings. And, given the success of these core leadership programs, the company is launching a new generation of nomination-based experiences for its emerging and women high-potential leaders.

Helping managers and emerging leaders at CBRE make better business decisions

In 2015, CBRE Group Inc.—the world’s largest commercial real estate services and investment firm—began working with Harvard Business Impact to help leaders improve their business acumen and leadership skills. The firm knew it needed to attract top talent and retain the best performers, while also enhancing the overall employee experience through learning. Today, CBRE uses Harvard ManageMentor® to deliver blended programs to managers and emerging leaders that lets them take control of their professional development.

Managers in CBRE’s Manager Training Program develop their management capabilities and team influence skills in a cohort of 1,100 learners. While Empower—a more rigorous program for a cohort of 140 emerging leaders—emphasizes:

• Mentorship and leadership capabilities
• Providing insight into different markets or lines of business

The approach:

• Learners blend online coursework with both small group teamwork and insights from company leaders.
• Using Harvard ManageMentor Cafés, CBRE leaders run cohort-wide sessions to contextualize the topics most pertinent to the business.
• Small groups of 10 to 12 learners use the Café resources to guide their discussions and help them determine how to apply the learning on the job.

With the flexibility to complete coursework on their own schedule and join live sessions virtually, CBRE’s learners are highly engaged and motivated to participate in the programs. Ultimately, participants have learned how to positively influence their teams and make better business decisions.

HCA Healthcare is developing purpose-driven leaders from service lines to hospital C-suite

HCA Healthcare, a leading provider of healthcare services and a front-runner in healthcare transformation, continuously works to deliver outstanding patient care. To do so, the company created the Leadership Institute, a Center of Excellence aimed at developing leaders who embrace HCA Healthcare’s culture, grow the business and lead the industry.

Harvard Business Impact partnered with the Leadership Institute to co-create two vibrant cohort-based executive development programs that feature a hybrid face-to-face and virtual learning design—delivered annually—reinforcing the value of the talent management cycle. The Executive Development Program (EDP) is targeted for leaders aspiring to reach the C-Suite as COOs, CFOs, and CNOs. The Leadership Excellence Program (LEP) focuses on service line and corporate function leaders. Both programs combine Harvard’s expertise with HCA Healthcare executives, and highly contextualize the learning for each audience.

A defining element of EDP is the use of a “Know-Be-Do” framework for the needs assessment and design, exploring what learners need to know (i.e., Leading Strategy & Leading the Business), who they need to be (Personal Leadership and Patient-Centricity/Teaming), and what they need to do (experiential learning and Capstone projects).

The hallmark of LEP is its engagement approach that features customized breakout sessions for the program’s virtual sessions. These sessions provide important opportunities for networking, collaboration, and peer-to-peer learning, and are highly valued by participants.

HCA Healthcare recognizes that: Well-equipped leaders create an engaged workforce which results in better care, higher retention, and better business outcomes. For HCA Healthcare employees, this underscored a value proposition focused on caring like family, raising the bar, and unlocking possibilities. The Leadership Institute cohort-based programs further both of these imperatives.

ZEISS Group used a unique cascaded approach to leadership development as part of a strategy to secure its position as a worldwide technology leader

ZEISS Group, an international leader in the fields of optics and optoelectronics, needed to unify its businesses around one new identity and foster a common understanding of the ZEISS strategy, brand, and culture, in order to continue its trend towards explosive growth. Establishing ZEISS as a modern, global, and dynamic company that would be recognized as an innovator and global technology leader, ZEISS knew it would need to fully engage the entire organization to bring their identity to life. They partnered with us to launch a series of programs to cascade learning throughout their organization, starting with the ZEISS Group Leadership Team (GLT).

First, the company’s top 100 senior leaders came to Harvard Business School to focus on disruptive innovation, with ZEISS CEO Dr. Michael Kaschke working closely with Harvard Business School professors Willy Shih and Das Narayandas to design a program that aligned closely with the unique context at ZEISS. Leaders developed the skills and mindsets required to profitably grow new and existing businesses, and also gained a common understanding of the One ZEISS strategy and brand identity along with the opportunities and challenges facing ZEISS.

Next, we collaborated with both ZEISS leaders and HBS faculty to develop LEAD, a blended learning program delivered to 800 midlevel managers in 50-person cohorts. The GLT was closely involved with the learning groups, providing the ZEISS context and serving as coaches and ambassadors in bringing the ZEISS Identity to this management level. Teams of six to eight GLT members acted as leaders as teachers, which drove engagement and ensured consistency, effectiveness, and a common language across the ZEISS enterprise.