Managing key polarities in a post-crisis organisational learning initiative

This paper explores how the design and implementation of a management development program addressed tensions arising from common challenges faced by multinational corporations as they reposition themselves for competitive advantage after a global financial crisis. These challenges include pressure to support growth with lean resources in the recovery period beyond a financial crisis, pressure to balance global consistency with local relevance, and pressure to maintain a simultaneous orientation towards performance and growth. How do you create an effective large‐scale program with small‐scale resources that is globally consistent yet locally relevant, both reflectively introspective yet immediately actionable, and one that maximises impact while minimising cost? These tensions are not problems to be solved but polarities to be managed. Three factors have been identified in the effective management of these polarities including the design team's culture, the program's design and the implementation strategy. Several recommendations are offered for designers of such organisational learning initiatives to consider when faced with similar tensions.