at Lockheed martin
Lockheed Martin aligns leaders and creates a common culture to support acquisitions
Lockheed Corporation acknowledged their need to develop executive talent due to tremendous growth from acquisitions and winning large contracts. Due to rapid growth through acquisition, Lockheed Martin recognized the need to bring leaders from newly aligned organizations together to ensure the organization was prepared for the future. The company had 126,000 employees world-wide, and this initiative needed to start at the top. The leadership team approached Stewart Leadership, looking for a solution to develop leaders from within the organization.
Five five-day interactive courses designed and developed
Created the highest-rated training courses within the company at the time
Stewart Leadership created a series of custom workshops designed to increase leadership skills while aligned with the larger organizational objectives. The President nominated candidates to participate in the course, which originated at the director and vice president level.
From there, the effort moved across the company from first-time front-line managers to middle management and more. These five-day, interactive courses designed and developed by Stewart Leadership were known throughout the organization as the following Institutes:
- The Lockheed Supervisors Institutes
- The Lockheed Management Institutes
- The Lockheed Advanced Management Institutes
- The Lockheed Executive Institutes
- The Lockheed Senior Executive Institute
Stewart Leadership utilized 360-degree assessments where the composite scores were used to design a customized curriculum for a particular cohort. Interactive and applied learning were employed throughout these leadership development programs, along with individualized one-on-one development plans.
Graduates of these programs were held to high expectations related to building new divisions, merging units, and meeting a growing company’s demands. These courses supported successful acquisitions by providing leaders an opportunity to come together and speak a common language, share an experience, and design a culture that could then be disseminated across the company. Individuals were developed, teams became high-performing, and a cultural change transformation occurred. These Institute courses were the highest-rated training courses in the company at the time.