Over the past decade, the banking landscape has undergone radical changes: different customer approaches, different expectations, different working methods. And logically, that also means different leaders. Two years ago, Rabobank decided to abandon its classic approach to talent programmes. The result? An experimental leadership journey, developed in collaboration with Vlerick.
How do you identify the need for change in a company that has been successful for decades? Four years ago, Hager Group – a manufacturer of electrical installations – realised that transformation was a must. Using a combined path of online learning and face-to-face coaching, the company decided to start the journey together with Vlerick.