The Rutgers Professional and Executive Education team has designed and delivered hundreds of organization-wide custom corporate training solutions for our clients.
To find out how Rutgers can support your organization, call Peter McAliney at 856-225-6315, via email at email@example.com, or by completing our potential partner inquiry form.
Demands placed on organizations from an increasingly fast-paced environment require flatter and more agile organizational structures. A more distributed operating environment requires leaders to not only engage employees in their organization, but also those in their multiple partner organizations. A new generation of leaders need to build a resilient set of skills along a leadership continuum.
Partner Client: A New Jersey-based Inc. 5000 “Fastest-Growing Private Company” with revenues of $3B and over 13K employees.
Audience: Audience 1: Emerging Leaders | Audience 2: Senior Organizational Leaders
Delivery: For Audience 1: 3-month leadership program, delivered in blended format | For Audience 2: 10-month leadership program delivered in blended format
The Challenge: Demands placed on organizations from an increasingly fast-paced environment require flatter and more agile organizational structures. A more distributed operating environment requires leaders to not only engage employees in their organization, but also those in their multiple partner organizations. A new generation of leaders need to build a resilient set of skills along a leadership continuum.
The Solution: For a nationwide logistics and transportation company, Rutgers developed a comprehensive leadership training platform initiated with an emerging professional’s leadership program that seamlessly stacks into a program for senior leaders. Collaborating with the C-Suite, the Director or Talent Development, and a leading competency-based training and development organization, Rutgers Executive Education designed two project-based blended classroom and eLearning programs targeted to different levels of leaders throughout the organization – rising professionals and senior leaders. The two programs were holistically designed to develop leaders from three perspectives: as individuals, from a team perspective, and from an organizational perspective. An integral part of the senior leadership program is to act as mentors and coaches for those participating in the rising professional leadership program, thus ensuring continuity and assurance that the organization’s culture would be imbued in the next generation of leaders.
The Impact: The alignment of the Rutgers’ practitioner-academic approach with the organization’s competency model supports a strategic focus on leadership development. The program integrates 21st century leadership competencies early – and throughout – an individual’s leadership journey with our organizational values around family, integrity, safety, customers, teamwork, and social responsibility to ensure maximum value for our customers, to foster innovation by employees at all levels in the organization, and to support a diverse and inclusive workplace environment that attracts, retains, and develops it employees.
Wanting to maintain a hire from within strategy, this clients senior leadership desired to prepare and expand the company’s leadership pipeline. A sustaining program was envisioned that would be the foundation and pathway for future leaders to progress within the organization and to maintain identified key values such as loyalty, engagement and innovation.
Partner Client: US-based Fortune 500 company, specializing in supply chain management and are a leading North American distributor.
Audience: Managers identified as high potentials from throughout the US.
Delivery: 11 month high-potential management program delivered in blended format.
The Challenge: Wanting to maintain a hire from within strategy, this clients senior leadership desired to prepare and expand the company’s leadership pipeline. A sustaining program was envisioned that would be the foundation and pathway for future leaders to progress within the organization and to maintain identified key values such as loyalty, engagement and innovation.
The Solution: Working in close collaboration with the client, Rutgers Executive Education designed a modular learning program; blending classroom learning, elearning, team projects and individual assignments. Since its inaugural session back in 2007, this management development program has matured immensely and now is a more refined version of its original. Company senior executives now play key roles as team mentors and coaches, helping to provide guidance and support to program participants. Today, as planned, this program is the tollgate for managers seeking more senior positions within the organization.
The Impact: “This Management Program gives us an effective way to identify leaders who demonstrate our core values and equip them to succeed in an increasingly complex and dynamic business environment,” say the clients Chairman, President, and CEO. “By developing leaders from within the company, we can sustain our long track record of success and strengthen our employee ownership culture for future generations.”
As the process improvement and lean movement continues to grow through the service industry worldwide, this leading medical center aspired to be at the tip of the spear in the area of process improvement excellence in effort to provide world-class patient care. The combined learning development teams needed to leverage existing Rutgers Executive Education resources to develop a flexible, sustainable schedule of continuous learning programs that would support the learning and development needs of this growing organization.
Partner Client: World-class, patient-centered, integrated, academic medical center. One of the nation’s premier centers for excellence in clinical care, biomedical research and medical education.
Audience: Managers and individual contributors seeking to gain proficiency in process improvement and to join the lean movement within this innovative healthcare organization.
Delivery: 1 week long Lean & six Sigma Green Belt training and 2 week long Black Belt training courses.
The Challenge: As the process improvement and lean movement continues to grow through the service industry worldwide, this leading medical center aspired to be at the tip of the spear in the area of process improvement excellence in effort to provide world-class patient care. The combined learning development teams needed to leverage existing Rutgers Executive Education resources to develop a flexible, sustainable schedule of continuous learning programs that would support the learning and development needs of this growing organization.
The Solution: The long-standing Rutgers University-Lockheed Martin Corporation Lean & Six Sigma training offerings represent industry leading process improvement education coupled with the award winning industry accolades that Lockheed Martin Corporation and their program facilitators represent. Therefore, utilizing these existing Rutgers Executive Education training programs, the clients training solution includes attending regularly scheduled open enrollment programs coupled with Rutgers-Lockheed delivering on-site training programs at the client’s site as demand dictates. To date, nearly 100 client employees have graduated from the Rutgers Executive Education Lean Six Sigma training programs and have become part of the lean movement within their organization.
The Impact: “The program is very well designed and pieces together all the elements of process improvement. As we grow the Lean Management function at our organization, we continue to rely on this program for guidance in Lean & Six Sigma methodology and to support our vision to become a world class academic medical center delivering Ideal Patient Care.” says this client’s chief organizational development & learning officer.
Corporate leadership needed to increase sales proficiencies and dealer performance among their entire global network of dealers. Competencies had been developed for the Sales Manager position at each dealer yet the deployment of a sales management training program that would be flexible, consistent and impactful was certainly deemed to be a challenge that needed to be taken very seriously.
Partner Client: US-based Fortune 100 equipment manufacturer with over 200 licensed dealers located through the world.
Audience: Sales Managers located at licensed dealers in locations including Europe, North America, Asia, China, Australia and the Middle East.
Delivery: 10 month 100% virtual learning program.
The Challenge: Corporate leadership needed to increase sales proficiencies and dealer performance among their entire global network of dealers. Competencies had been developed for the Sales Manager position at each dealer yet the deployment of a sales management training program that would be flexible, consistent and impactful was certainly deemed to be a challenge that needed to be taken very seriously.
The Solution: Through creative discussions with the Rutgers Executive Education design team and the clients learning and development team, an innovative learning solution was developed that included: live web meetings, hands-on assignments and a series of self-paced management courses. Based on the limited time sales managers could spend in a formal classroom, the learning solution was designed in a 100% virtual delivery format. To date, over 100 sales managers from over 20 countries have participated in this innovative program which currently being delivered in two languages; English and Mandarin.
The Impact: “We were seeking an academic partnership that would help us develop, design, and deliver a unique global sales management training program we were confident would yield a high return.” says the client’s senior chief learning officer. “Our dealers and their ability to sell and support products and services are instrumental to our organizational success.”
A non-profit organization was completing the development of its long term strategic plan. As with many non-profits, the organization was faced with an overwhelming – and growing – number of demands that fell within the organization’s mission. Different internal functional departments and outward facing service areas were competing for the same resources to meet these disparate demands. Visibility across department and service area heads was limited, which resulted in a sub-optimal use of the organization’s resources.
Partner Client: A regional non-profit with an operating budget just under $100M serving multiple constituencies in the community.
Audience: CEO, Board of Directors, and Senior Leadership Team.
Delivery: 4 month consulting assignment, delivered in three phases.
The Challenge: The CEO wanted to assure as the strategic plan was rolled out that there would be organizational and operational alignment around the key areas identified in the plan.
The Solution: Phase 1 was conducted via a senior leadership offsite that focused on developing a shared understanding of the organization’s direction and building a collective renewal of working together across departments through a more agile project-oriented, portfolio approach. The portfolio of wide-ranging initiatives that were currently underway in each of the individual departments were identified and were preliminarily prioritized using a set of standard organizational criteria. From this now transparent, cross-organizational perspective, the team identified the key initiatives that warranted their limited resources to increase the probability of successfully fulfilling the promises articulated in the strategic plan. In Phase 2, the teams spent two months developing fleshed out project plans – with the requisite allocation of resources, timelines, and milestones – that defined the work of the cross-functional teams identified to work on these strategic initiatives. The senior leadership team was reconvened, and the project plans were shared, which created shared ownership of the alignment between operational execution to strategic vision. Phase 3 defined a portfolio governance structure to allocate the organization’s limited resources with the ongoing stream of requests and market needs that were made of the organization by constituents in its service area.
The Rutgers Professional and Executive Education team drew upon its staff of seasoned consultants who have led similar organizational projects in Fortune 500, mid-cap, and non-profits for widely-known consulting organizations who now contribute their expertise as part of their commitment to helping a public-serving institution such as Rutgers fulfill its mission of service to the community.
The Impact: In the words of the CEO, “Our work with Rutgers enabled us to prioritize our work and identify the appropriate resources to achieve our organization’s long-term plan. They provided an operating model that supported our cross-enterprise work. Essentially, they helped us to transform our strategic priorities into real work plans that were focused and actionable … and also helped us to think in a more integrated way rather than simply from the perspective of individual functions and silos.”
Partner Client: Large metropolitan healthcare organization
Audience: Clinical and Administrative/Management staff
Delivery: An ongoing series of Lean Six Sigma training programs ranging from beginner (white belt) to expert (black belt) and project coaching, addressing training needs of each functional group.
The Challenge: To keep pace with the ever changing landscape of healthcare and a desire to equip leaders to be more agile and solution oriented while finding creating ways to streamline processes and eliminate waste.
The Solution: The Rutgers team has provided education and project coaching over the past six years as we work to embed Lean Six Sigma methodology throughout our organization. The Lean Six Sigma initiative has had a substantial impact on efforts to reduce avoidable hospitalizations, saved millions of dollars by controlling waste in processes ranging from patient admissions to the ordering and storage of medical supplies.
The Impact: Ongoing education for employees at all levels throughout the organization has prepared staff to participate on process improvement projects. We have also continued to grow a network of greenbelt level LSS practitioners who are available to lead process improvement projects and shorter term Kaizen events. Leaders who participate in the green belt certification are acknowledged as high potential employees and carry the tools gained to identify and control waste to all aspects of their work.