Leadership capability improved measurably
The aggregate percentile score climbed from 36 to 88 after the journey.
Case
Helping ORTEC improve leadership capability with measurable skill growth across countries
ORTEC moved from a country-led structure to a more globally connected organization. To help first-time managers lead with more confidence, consistency, and impact, ORTEC built a Global Manager’s Journey with practical tools, peer learning, and pre- and post-360 measurement.
Results
Skills improved across the board
Pre- and post-360 results showed an average improvement of 10.4 across all measured skills.
The experience was highly rated
Participants rated the journey 9.5/10, with an NPS of 87%.
Managers shifted from solving to enabling
Leaders became more confident in delegation, feedback, 1-on-1s, and coaching.
Measured behavior change
ORTEC used pre- and post-360 measurement to track what changed in day-to-day leadership behavior. The results showed clear growth across skills such as delegation, team goals, time management, feedback, 1-on-1s, self-awareness, and coaching.
Pre- and post-360 data showed measurable growth across key leadership behaviors.
About ORTEC
ORTEC builds software for planning supply chains and managing workforces. Its AI-powered technology helps organizations use people and resources intelligently, reduce complexity, and focus on the work that matters.
Industry
Software, Data Science and Optimization
Footprint
Active across 13 countries
Context
From country-led leadership practices to one global manager journey
The Challenge
Turning professionals into leaders. That was the real challenge.
In a highly analytical organization, people often step into leadership because they are excellent at their work. But being technically sharp and being a strong manager are not the same thing. ORTEC wanted first-time and emerging leaders to move from solving problems themselves to helping others perform, grow, and take ownership.
There was also a cultural shift underway. ORTEC has always been a caring organization, built on trust, community, and respect for expertise. As the company moved toward a more performance-driven culture, leaders needed to combine care with clarity, courage, curiosity, and higher expectations.
Our Approach
The goal was clear: build a practical and measurable leadership foundation across countries, cultures, and levels of experience.
Design a journey around ORTEC’s leadership reality
ORTEC and FranklinCovey designed a Global Manager’s Journey combining live learning, online reinforcement, peer connection, and pre- and post-360 measurement. The journey was built around the moments managers face every day, not around theory for theory’s sake.
Strengthen the behaviors that drive performance
The journey drew on The 6 Critical Practices for Leading a Team®, Navigating Difficult Conversations®, and Inclusive Leadership. The focus was practical: better 1-on-1s, clearer feedback, stronger delegation, more inclusive listening, and leading people through change.
Create consistency across countries
Managers from different countries worked with the same leadership language and tools. This helped ORTEC move from local leadership habits to a more consistent global standard, while still leaving room for cultural context.
Measure what changed
Before the journey, participants completed a 360 diagnostic to create a baseline. After the journey, a second 360 measured growth in the same skill areas. Because feedback came from people around the manager, the results reflected observed behavior, not only self-perception.
The Results
Leadership capability improved across key skills
Pre- and post-360 results showed strong growth in delegation, setting and achieving team goals, time management, feedback, 1-on-1s, self-awareness, and coaching.
Managers moved from doing to enabling
Participants became more confident helping team members find their own solutions, instead of stepping in to solve every problem themselves.
Feedback and 1-on-1s became stronger
Managers reported better conversations, clearer expectations, and more confidence in giving feedback that helps people grow.
The journey created high engagement and strong participant value
The experience was rated 9.5/10 on average, with an NPS of 87%, showing that the journey was both relevant and well received.
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