Linking Innovation to Inclusion, from the C-suite to 2000 leaders worldwide

CLIENT

LCW helped us refine, improve, and culturally adapt our leader-level global D&I course and the work they are doing to help us regionalize the course helps us truly connect our D&I message of inclusion and innovation across the world.  We’ve received a lot of positive feedback from both managers and employees about the program and its highly-skilled, global facilitators. We value LCW’s expertise and appreciate the collaborative nature of our work.  They are responsive, flexible, adaptable, and subject matter experts." 

- Corporate Learning & Organization Effectiveness Leader

The world's leading diversified manufacturer of motion and control technologies, Cleveland-based Parker Hannifin (known as simply “Parker”) had recently finished training its most senior global executives on Diversity & Inclusion and cross-cultural competence. Its next objective was to cascade this course to the next level of leadership within the organization, approximately 2,000 leaders globally.  Parker reached out to LCW to make content and/or design improvements to the course, culturally adapt the course for each of their four regions, and deliver the course to its global leadership worldwide – all within an 18-month timeframe.

HOW LCW HELPED PARKER

For Parker, LCW delivered a customized solution that leveraged several of our training and consulting services including:

WHY THIS, WHY NOW?

After an initial kick-off call with key stakeholders, LCW:

  • Took part in a two-day onsite thoughtful conversation with key stakeholders, including Parker’s Executive Sponsor for Diversity & Inclusion, to build deep knowledge about the company’s business and its D&I strategy, goals and objectives.
  • Established ongoing, semi-monthly touch-base team calls with Parker and LCW stakeholders.
  • Toured Parker manufacturing facilities, met Parker employees throughout the locations, and met with the facilities’ General Manager, who gave LCW an insightful overview of the company’s strategy and accountability metrics.
  • Interviewed diverse key senior personnel in each of Parker’s regions (North America, Latin America, Asia Pacific, and Europe/ME/Africa) who had previously taken the course to get their impressions and investigate what are the priorities around D&I in his/her country and region.
  • Internalized Parker culture and its priorities around leveraging diversity and inclusion to drive innovation and growth at a global level.

KEY DELIVERABLES

Based on Parker’s feedback as well as LCW’s subject matter expertise and knowledge of best and next practices, LCW:

  1. Redesigned about 30% of the course, adding more Parker-centric application activities plus a business leader context-setting piece at the front-end.
  2. Leveraged LCW global subject matter expertise, experience, and research – as well as insights gleaned from Parker stakeholder interviews - to adapt the D&I program for leaders and managers in N. America, Latin America, Asia Pacific, and EMEA.
  3. Conducted a pilot program for culturally-diverse leader-participants in central locations for each of the four regions.  Listened to and incorporated post-pilot feedback where appropriate.
  4. Assembled and trained teams of highly skilled LCW facilitators to deliver the course locally in each region.  Although courses are delivered in English, facilitator-teams possess local language ability to leverage if necessary.
  5. Delivered courses across 19 countries for leaders hailing from over 40 national cultures. 

OUTCOMES FOR TRAINING PARTICIPANTS: Parker's Global Leaders

  1. Articulated the business rationale for D&I, and specifically how it relates to Parker’s overall global business strategy regarding how an inclusive culture would help to: (1) foster innovation, (2) leverage global market opportunities, (3) attract and retain great talent, and (4) promote global engagement.  
  2. Recognized and began to develop their personal level of cross-cultural competence.
  3. Developed a deeper understanding of culture in self and others, and its impact on their own and others’ values, behaviors, and relationships.
  4. Defined the company’s culture (behaviorally) and identified opportunities and challenges for creating a more inclusive corporate culture.
  5. Identified practical, portable tools and frameworks for use in exploring cultural differences and similarities in their roles and teams.
  6. Brainstormed ways they could, personally and through their teams, drive cross-cultural competence through the business and create a more inclusive environment for Parker teams globally.
  7. Made commitments to engage and support high performance on their diverse teams.