Work Samples » Case Analysis 2
Case Analysis: LDC
Synopsis: Pam, the director training at Leadership Development Center (LDC), faced the task of setting up a brand new program aimed at promoting their business to the senior executives of companies. While the planning and implementation of the program went through without any problems, the responses from top executives of the various companies were showing minimal interest and participation.
One of the key points of the program is to promote their business more than getting in large participation. While breaking even is a good goal for this kind of program, sometimes it is not possible. With only four weeks left to go, a possible solution to gather more participants for the program would be to revise the angle at which the program is being advertised. While this would increase the cost of the program, the benefits of increasing participation rate could potentially be worth the investment. Another possibility would to just take the program as a loss, given that the confidence that the program will indeed help promote higher participation rates for mid-level managers. As discussed, Pam wants to measure the success of the program based off three factors: participation of the program, feedback on the program, and increased participation rates for other programs. Given that the program itself is successful on the levels of good feedback as well as increased participation rates, then it is possible to say that this program is successful for the most part. In the end, what matters most is what risks are worth taking by not canceling this program.
The following diagram is a brief Gantt chart of the activities done through the planning of the program:
As can be seen, the sequence follows a very strict timeline that does not allow for too much change beyond what is seen. While there is not too much to do for this project, if something were to happen (which is what did happen), it allows for little room to maneuver around. Furthermore, the application process is the longest period of time commitment needed for the project. As such, being able to develop ways to improve the inquiry to registration ration during that time would help the success rate of this new program.
One possible explanation for the lack of participation for this program is the way the program is being advertised. While the company has much experience in getting participation for their programs aimed at mid-level managers, the same way of marketing for their program aimed for top executives may not work. Another important point in the supposed failure is the idea that a high participation rate is a must. While getting more top executives interested in the program is important, it is not the main purpose for the program. Having even a small number of companies interested in sending more of their mid-level managers to LDC’s various program already makes this new program at least a respectable success.
Since LDC aims primarily at the mid-level managers for their training programs, it is inappropriate to assume that they know how to deal with top executives as well. As such, in order for the company to be able to plan successfully, they have to be able to understand what motivates top executives instead of trying to use the same method they use to attract the mid-level managers. The top executives are the head of the company; as such, they have different motivations for participating in a training program, if they even care to do such a thing. In essence, this new program’s purpose should be less “train top executives”. A program that actually allows top executives to see how LDC operates in training mid-level managers to be more effective would probably be a better route to take.
