Strategy gets personal.
The personal gets strategic.
Every transformation is different.
KLANTVERHALEN
Leadership development for everyone.
THE APPROACH
In a time of mergers and transformation, Landal wants to get all its leaders moving at the same time. 350 leaders, from the Executive Team to park managers across Europe, go through UGURU in two tracks: Leading Teams & Driving Performance.
PROGRAMMES
Leading Teams (contexualised)
Driving Performance
“I've done plenty of classic leadership programmes. Always dependent on the quality of the coach, and limited to the top. The strength of UGURU is that almost all leaders develop at the same time, and help each other through every step of a top-level leadership programme.
And personally, thanks to UGURU, I keep finding new opportunities to grow."CEES VAN VLIET
COO LANDAL
Digital transition calls for behavioural transition.
THE CHALLENGE
Enexis is accelerating the energy transition. For the digital organisation, Enexis developed FLAIR: a framework of ten behaviours that connect digital strategy to daily work. From giving trust within boundaries to creating space to actually solve problems.
THE APPROACH
UGURU builds a journey around FLAIR. Custom scans and tailored exercises, embedded in homegroups of six. There, colleagues practise the behaviours that matter most: speaking up, letting go, staying curious. That's how FLAIR becomes tangible in everyday work.
PROGRAMME
Connect for Change (de FLAIR Journey)
Steering on development.
THE CHALLENGE
Heijmans Infra's ambition for 2030 is significant. It calls for new behaviour, and for leaders who keep developing themselves and their teams. What makes it special: at Infra, everyone in a leadership role is part of it. A whole organisation moving together.
THE APPROACH
In a custom journey, leaders get to know themselves and each other and examine the patterns in their collaboration. The result: a shared language and a culture where relationships and business strengthen each other.
PROGRAMME
Custom Transformation Journey (Steering on Development)
Leading Self.
THE CHOICE
For six years now, Ahold Delhaize Europe has chosen UGURU to develop personal leadership. Participants come from different countries and brands and join at a moment that fits their career.
THE VALUE
UGURU develops personal leadership and connects people who would otherwise never have met.
PROGRAMME
Leading Self
From leader to team.
THE CHALLENGE
Deloitte has been developing leaders for years through its own leadership programme. The next step: making what leaders learn land in their teams as well. A shared language, and teams that collaborate more strongly because of it.
THE APPROACH
Leaders set out together with their own teams. They pass on what has helped them, practise together with patterns they already know, and build strong teams with a shared language along the way.
PROGRAMME
Connect for Change
Personal development in times of change.
THE CHALLENGE
PostNL is moving through a time of major change. Developing people as professionals helps them contribute to the organisation and stay grounded themselves. Personal development and the development of PostNL go hand in hand.
THE APPROACH
Personal leadership as an anchor, connected to what the organisation is working on. Participants work on their own patterns, discover what makes them strong, and translate that into what their work and their teams need.
PROGRAMME
Connect for Change
UGURU in cijfers:
Our programmes run in
