Creating a Leadership Academy and adding some extra sparkle to an iconic brand

About Swarovski

Swarovski is a family business with 24,000 employees and over 2,000 stores worldwide. In the last 15 years the business has grown and shifted towards jewellery and using crystal in creative ways.

Client: Swarovski

Sector: Premium Jewellery

Overview: Ashridge and Swarovski collaborated on creating a Leadership Academy designed to increase leadership capability, develop organizational agility, trigger lasting culture change and addressing live issue. It continues to help Swarovski’s future success as an autonomous family business.

The Challenge

· Need to keep evolving in order to continue to be a sustainable business

· Crystal production capabilities around the world are beginning to erode their USP

· Digital selling platforms and a faster market place means there is a lot more competition

Developing stronger leadership capability, customer focus, innovation and organizational agility is essential to mitigate risks and ensure that the Swarovski remains competitive

Roland Moecke

A new mindset and focus has been developed with leaders who skilfully balance the business and people focus and can thrive in a complex, uncertain environment. This is being instilled not just in leaders’ direct teams, but across the whole organization

Roland Moecke

EVP, Swarovski Goods Business.

The Solution

We met with 45 stakeholders across the Swarovski business, including family, C-Suite, functional managers and potential program participants, and developed their first ever Leadership Architecture. We developed five programs in the Leadership Academy with mindset and culture change at the heart. We used unique components in the programs to challenge participants, e.g. eating a meal in darkness.

The Impact

A strong and trusted relationship has developed between Ashridge and Swarovski, and over 250 leaders so far have participated in the Leadership Academy. The work has developed leadership capability, strengthened the leadership pipeline and internalized a new way of thinking which is collaborative, customer-focused and entrepreneurial.

45% of top talents have already been promoted into ‘Head of’ positions, with a 100% retention rate for top talent.

If you’d like to talk to us about how we can help your business please get in touch:

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Hult International Business School
Hult International Business School 
Ashridge Executive Education