By ATD Research on 27 Jun, 2019

By ATD Research on 27 Jun, 2019

By ATD Research on 29 Mar, 2019

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By ATD Research on 29 Mar, 2019

Sponsored by

By ATD Research on 21 Dec, 2018

Sponsored by

By ATD Research on 21 Dec, 2018

Sponsored by

By ATD Research on 29 Jun, 2018

Sponsored by

By ATD Research on 29 Jun, 2018

Sponsored by

As a global financial software company, Intuit’s products and platforms, including TurboTax, QuickBooks, Mint, and Turbo, are designed to empower consumers, the self-employed, and small businesses to improve their financial lives. However, delivering on the company’s mission for its 46 million customers starts with their employees—and building a culture where they can do their best work.The company has taken strides to ensure that its values remain relevant through the decades. Employees first defined the organization’s values in 1993, and they revisited the values in 2010 to revise the language. Intuit’s values are short statements, such as “Be bold,” “Learn fast,” and “Be passionate,” with great meaning behind them. In 2017, Intuit CEO Brad Smith noticed that the values were missing clarity. He felt the organization needed to better define the values and how they connect to leadership.Smith asked Intuit’s talent development team to clarify the organization’s values and communicate them to all employees. This tied in well with the first tier of Intuit’s new leadership development program, which had a simple premise: Everybody is a leader. For employees to lead at Intuit, it is crucial for them to know how to demonstrate Intuit’s values in their day-to-day work.Because Intuit has more than 8,000 employees worldwide, the talent development team knew technology would be their best bet to reach all employees. The team set out to develop a series of videos to give employees a clear understanding of Intuit’s values and empower employees to live and lead through these values.

By ATD Case Study Team on 29 Jan, 2018

Our Lady of the Lake Regional Medical Center is one of the largest private medical centers in Louisiana. The private, nonprofit, 800-bed hospital in Baton Rouge serves approximately 45,000 inpatients and 350,000 outpatients annually.The hospital has used external sourcing to fill many of its senior-level leadership positions, as this approach can bring in leaders from a variety of backgrounds and perspectives. But leadership development director Jared LeDoux wanted to ensure that the hospital’s internal staff had the experience and opportunity to fill senior-level leadership positions as well. Internal recruitment can be cost-efficient, reduce training time, improve engagement, and make succession planning easier.LeDoux, working with stakeholders across the organization, created a leadership development program in 2017 called Proven Leader. To develop high-potential managers for senior leadership positions, the three-month program would comprise three components: mentoring, experiential learning (by which participants learn through direct, hands-on experience), and formal, instructor-led live classroom training. All aspects of the program were developed in alignment with three major leader activities from the organization’s leadership competency model: setting direction, solving problems, and mobilizing people.

By ATD Case Study Team on 29 Dec, 2017