When Danone, a global leader in the production and distribution of fresh dairy products, water and infant and medical nutrition products wanted to develop a fresh approach to integrated global learning, leadership development and collaboration, they turned to GEL to organize a targeted, 10-day learning expedition to help them identify new ideas, stimulate their thinking and develop an out-of-the-box approach that would result in a tailored best in class model for their organization.

Fourty top-level executives representing each of the company's product-lines, regions and core functions were selected by Danone's Executive Committee to participate in the program. GEL organized and faciliated a ten-day Accelerated Learning Expedition to take place in four of the company's core Asian, European and North American markets. Participants, divided into regional teams, visited and dialoged with a total of 60 innovative, leading-edge companies and institution inside and outside their industries. Participants then met together for two-days in an innovative solutions oriented wrap-up session to co-build recommendations and an action plan to present to the organizations senior leadership and executive team. As a result of their effort the company has adopted a new approach to world-wide knowlege sharing and collaboration. To demonstrate their engagements in the next steps of the projects, participants could select to accountable for the implementation or be a support resource.

Board Level Particpants: Strategy for acquisitions and financial investments in emerging markets. The Board of a healthcare company that wanted to finalize its strategy and financial commitment for a major investment in an emerging market. GEL helped organize the meetings and dialogs with senior government officials and thought leaders in several companies, and helped in the debrief and decision-making as well.

Since 2006, SABMiller has fully embraced the BDAL 7 components. For instance, the outside-in component has been practiced very thoroughly for the maximum of return. During each program, participants have interacted with more than 100 outside stakeholders in different regions of the globe.

The outside-in dialog meetings were based on mutual collaboration and learning. These meetings led to innovative ideas and also act as individuals' eyes opener. The final recommendations to solve their business challenge were largely inspired by the outside.

The objectives of the IBLP International Business Leadership Program were:

• To learn more about Deutsche Post DHL’s customers, competitors, strategy and business realities and to encourage further alignment efforts.
• To increase business acumen in business strategy, trends and finance, and to deepen the understanding of other business units.
• To interact and challenge senior leaders in the company.
• To contribute to the organization's development and growth by exploring its critical business issues through business-driven action learning.
• To expose participants to leading-edge thinking and practice in personal leadership development and team effectiveness.

The business-driven action learning approach uses a wide range of learning methodologies such as real business challenges, customer visits, business simulation and coaching.

Over the 25 IBLP, Business Challenges were sponsored by board members and Frank Appel DPDHL CEO has sponsored 5 of them.

The IBLP a 10 days duration program, 2 days were dedicated to the outside-in process, this was a strong reality check for IBLP participants to hear live customer stories together with the local account manager. These experiences empowered the participants to mobilize DPDHL to found solutions.

"We would really thank you for this unique Learning Expedition in London. The insight and the learnings we got will be a turnaround point for everybody."

HR Director at Danone

I'd like to thank each of you for your high commitment right up until the last minute to deliver an excellent Learning Expedition.
 I've got very good feedback from participants not only about many companies/people contacted but also about the learning process (preparation, workshops, feedback, tips, etc.).
 Now it's in our hands to complete and strengthen the commercial business model of Danone. I ask your permission to contact you when I'll be looking for some further advice.

Global Sales Director at Danone

Dear Chantal,
I’d like to personally thank you for all the fantastic work that you have put into making this program such a success. The nature and complexity is often underestimated and your professionalism made it all look so easy which I certainly appreciate was not.
Thank you; we were very lucky to have somebody like you to soldier us through.
I hope I have the pleasure of meeting you again soon
Regards,
Dave Johnstone, Technical Director SABMiller India