Tailored Programmes

Volkswagen coaching case study

In the face of a rapidly globalising market, the Volkswagen group identified the need to develop a talent pool ready to step into top roles at group level, anywhere in the world. This was back in 1993 and since then, Volkswagen and Ashridge have worked together, running the “Group Executive Program” (GJEP), now entering its twelfth year.

Having grown to become the third largest automobile manufacturer in the world, with brands such as Audi, Seat, Lamborghini, Skoda, Bentley, Bugatti and VW itself, it was essential that the programme offered the opportunity for cross-cultural and cross-functional learning together with exchange of company know-how. And yet Volkswagen were very clear that they did not want an ‘input’ based experience. Barbara Gutmann, Head of Group Executive Development (GED) says of the programme: “It broke new ground. It is a very clever mix of approaches – inputs, teamwork, projects, feedback using customers, participants and senior executives. It’s a great programme.”

Inevitably the GJEP has been revised over the years but the foundation of its action learning based approach has stayed constant. This rests on using real projects of strategic importance as learning vehicles. Colin Williams, Ashridge’s Client Director for GJEP comments: “Volkswagen’s commitment to projects as learning vehicles is outstanding. Senior executives nominate possible projects to GED, and there is real competition to put forward issues that are critical and need tackling on a pan-business basis. It is a brilliant example of linking development to the strategic needs of the business. The learning goes far wider than the GJEP and has a direct impact on the business.” Barbara Gutmann adds: “The (project) teams are cross-cultural, enabling participants to work with challenging situations; they are cross-functional, taking them right out of their comfort zones (no participant can stay in their function or brand of origin) and they are real life – they really are action learning projects.”

Over the four module programme, lasting nine months, participants allocate 40 days to the projects, in parallel to their day jobs. The programme modules, covering themes such as leadership, strategy, change and implementation, support participants in their project work and prepare them for future top roles. There are real outcomes both for the participants and for the organization, as Colin Williams says: “It is a collaborative experience with concrete deliverables.”

The GJEP network now spreads around the globe, with 334 alumni having gone through the programme. Many are now in or are front-line candidates for top group positions. The dynamic relationship between Ashridge and Volkswagen has been key to the longevity of the programme. As Barbara Gutmann sums up: “It’s a very very good cooperation. There are always people waiting to come (on the programme); this is the best kind of feedback – its reputation is very high in the group,”

Full version of Volkswagen Coaching case study